Birmingham City Council Council Business Management Committee

BIRMINGHAM CITY COUNCIL

COUNCIL BUSINESS MANAGEMENT COMMITTEE

MONDAY, 19 NOVEMBER 2018 AT 14:00 HOURS IN COMMITTEE ROOM 6, COUNCIL HOUSE, VICTORIA SQUARE, BIRMINGHAM, B1 1BB

A G E N D A

1 NOTICE OF RECORDING

Chairman to advise meeting to note that members of the press/public may record and take photographs except where there are confidential or exempt items.

2 DECLARATIONS OF INTERESTS

Members are reminded that they must declare all relevant pecuniary and non pecuniary interests arising from any business to be discussed at this meeting. If a disclosable pecuniary interest is declared a Member must not speak or take part in that agenda item. Any declarations will be recorded in the minutes of the meeting.

3 APOLOGIES

To receive any apologies.

4 MINUTES 3 - 6 To confirm and sign the Minutes of the last meeting.

5 DELEGATED AUTHORITY TO CHIEF EXECUTIVE AND CHIEF OFFICERS (CORPORATE DIRECTORS) – AMENDMENT TO THE CONSTITUTION IN RELATION TO PROPERTY

Report of the Corporate Director, Economy.

Report to follow.

6 REVIEW OF POLLING DISTRICT AND PLACES 7 - 26 Report of the Head of Electoral Services.

Page 1 of 78 7 BIRMINGHAM CITY COUNCIL WORKFORCE STRATEGY 2018-2022 27 - 60 Report of the Director of HR

8 THE LORD MAYORALTY FORMULA 61 - 64 Report of the City Solicitor.

9 CITY COUNCIL AND CBM FORWARD PLAN - NOVEMBER 2018 65 - 72 To inform members of forthcoming items for City Council and Council Business Management Committee meeting agendas.

10 COUNCIL AGENDA FOR THE NEXT MEETING 73 - 76 To consider the Council agenda for the next meeting.

For information the order of Notices of Motion at this meeting will belabor, Conservative and Liberal Democrat.

11 OTHER URGENT BUSINESS

To consider any items of business by reason of special circumstances (to be specified) that in the opinion of the Chairman are matters of urgency.

11A DISPENSATION FOR NON-ATTENDANCE OF A COUNCILLOR AT 77 - 78 COUNCIL MEETINGS

Report of the City Solicitor.

12 AUTHORITY TO CHAIRMAN AND OFFICERS

Chairman to move:-

'In an urgent situation between meetings, the Chairman jointly with the relevant Chief Officer has authority to act on behalf of the Committee'.

Page 2 of 78

BIRMINGHAM CITY COUNCIL Item 4

COUNCIL BUSINESS MANAGEMENT COMMITTEE 22 OCTOBER 2018

MINUTES OF A MEETING OF THE COUNCIL BUSINESS MANAGEMENT COMMITTEE HELD ON MONDAY 22 OCTOBER 2018 AT 1400 HOURS, IN COMMITTEE ROOM 6, THE COUNCIL HOUSE, BIRMINGHAM

PRESENT: Councillor Ian Ward in the Chair;

Councillors Robert Alden, Kerry Jenkins, Brigid Jones, Gareth Moore, Martin Straker Welds and Mike Ward.

************************************* NOTICE OF RECORDING

2794 The Chair advised the meeting to note that members of the press/public may record and take photographs except where there are confidential or exempt items. ______

DECLARATIONS OF INTEREST

2795 Members were reminded that they must declare all relevant pecuniary and non pecuniary interests relating to any items of business to be discussed at this meeting. If a pecuniary interest was declared a Member must not speak or take part in that agenda item. Any declarations would be recorded in the minutes of the meeting. ______

APOLOGIES

2796 No apologies for non-attendance were received. ______

MINUTES

As a matter arising from the minutes of the last meeting, Councillor Robert Alden, referring to Minute No. 2791, queried whether the money from the consultants who had given poor advice had been recouped and whether they been given further work from the Council. Kate Charlton, City Solicitor, indicated that she did not have the details to hand but could confirm that the company had not received any further work relating to governance issues from the City Council since the previous advice. The Chair concurred with that position.

Councillor Mike Ward referring to the paragraph attributed to him on page 5 of 38 indicated that he had also said that he would not want good people to be Page 3 of 78 497 Council Business Management Committee – 22 October 2018

deterred from being a or becoming a Councillor because of a lack of IT skills and he wished the minutes be amended to reflect that. The Chair indicated that any Members having difficulty using IT in the ‘paperless’ environment perhaps because of medical issues would considered for a different approach on a case by case basis.

2797 That, subject to the above amendment, the Minutes of the last meeting held on 22 August 2018 were confirmed and signed by the Chair. ______

APPOINTMENTS

The Chair drew Member’s attention to the recommendation set out on the agenda which was agreed.

Councillor Mike Ward proposed and it was agreed that Councillor Baber Baz be appointed to the Education Awards (Review) Sub-Committee in place of himself for the remainder of the 2018/2019 Municipal Year.

Emma Williamson, Head of Scrutiny Services, in respect of the Independent Remuneration Panel, indicated that Honorary Alderman Fergus Robinson was the Conservative nominee and she requested that the Committee note that and agreed for the appointment to be reported to City Council. That was agreed.

2798 RESOLVED:-

(i) That Councillor Alex Yip be appointed to the Education Awards (Review) Sub-Committee in place of Councillor Matt Bennett for the remainder of the 2018/2019 Municipal Year;

(ii) that Councillor Baber Baz be appointed to the Education Awards (Review) Sub-Committee in place of Councillor Mike Ward for the remainder of the 2018/2019 Municipal Year; and

(iii) that the Council Business Management Committee recommends to City Council that the following person be appointed to the Independent Remuneration Panel as follows:

Appointee Term of Office

Hon. Alderman 14 September 2018 – 14 New appointment Fergus Robinson September 2022 ______

OVERSEAS TRAVEL AND INWARD DELEGATIONS FROM ABROAD

The following report of the Chief Operating Officer - Strategic Services was submitted:-

(See document No 1)

Lloyd Broad, Head of European Affairs, made introductory comments relating to the report and in response to comments from Councillor Robert Alden indicated that he was not aware ofPage any of 4 theof 78 visits being within the 4 weeks’ notice but 498 Council Business Management Committee – 22 October 2018

agreed that the urgency and reasons of such visits would be highlighted in future reports. In respect of the reference to Finance and Governance by some visits he explained that this was the paying Directorate.

Referring to the final bullet point on page 20 of 38, Councillor Robert Alden requested more detail relating to the number of meetings held. Lloyd Broad undertook to email the details of the number and nature of the meetings to Members of the Committee. In response to another observation by Councillor Robert Alden he undertook to correct typos on page 24 of 38 in future reports.

2799 RESOLVED:-

(i) That approved Member and officer overseas travel be noted;

(ii) that the details of inward delegations from abroad be noted; and

(iii) that it be noted that with effect from 19 January 2016 authority for foreign travel by City Council Members and officers will only be granted when 4weeks’ notice has been given. Visits proposed with less than 4 weeks, notice will be refused unless under EXCEPTIONAL CIRCUMSTANCES which will require written documentation and an extremely robust reason for travel. ______

CITY COUNCIL AND CBM FORWARD PLAN

The following City Council and CBM Forward Plan was submitted:-

(See document No 2)

Councillor Robert Alden referred to the investigation into flooding and the production of a Section 19 report and queried whether Ward Councillors had been asked to provide details of known flood problems. Emma Williamson, Head of Scrutiny, undertook to contact relevant officer relating to that query.

2800 RESOLVED:-

That the City Council and CBM Forward Plan be noted. ______

COUNCIL AGENDA FOR THE NEXT MEETING

The following draft agenda was submitted:-

(See document No 3)

During a discussion it was agreed to allocate 60 minutes to agenda item 9 and therefore the meeting would finish at 1900 hours.

2801 RESOLVED:-

That, subject to the above amendments, the draft agenda be noted. ______OTHER URGENT BUSINESS Page 5 of 78 499 Council Business Management Committee – 22 October 2018

The Chair was of the opinion that the following item be considered as a matter of urgency in order to expedite consideration thereof and instruct officers to act if necessary.

All Birmingham's Children ABC Campaign

2802 Councillor Gareth Moore indicated that he believed that all Councillors had received an email from the above charity. He had concerns as to whether they had permission to use the Council’s Coat of Arms and were officially supported by the City Council and the Children’s Trust. It was noted that the email was as series of demands.

Kate Charlton, City Solicitor, undertook to investigate Councillor Moore’s queries. ______

AUTHORITY TO CHAIR AND OFFICERS

2803 RESOLVED:-

That in an urgent situation between meetings the Chair, jointly with the relevant Chief Officer, has authority to act on behalf of the Committee. ______

The meeting ended at 1413 hours.

……..……………………………. CHAIR

Page 6 of 78 500 Item 6 BIRMINGHAM CITY COUNCIL PUBLIC REPORT

Report to: COUNCIL BUSINESS MANAGEMENT COMMITTEE Report of: HEAD OF ELECTORAL SERVICES

Date of Decision: 19th November 2018

SUBJECT: REVIEW OF POLLING DISTRICT AND PLACES

Wards affected: ALLENS CROSS, EDGBASTON, NEWTOWN, NORTHFIELD, SHELDON, SOHO AND JEWELLERY QUARTER AND YARDLEY EAST

1. Purpose of report:

1.1 To consider amendments to the boundaries of Polling Districts within the wards in line with the feedback received following the May 2018 poll.

2. Recommendations :

2.1 That the suggested alterations to Polling Districts within:

Allens Cross Edgbaston Newtown Northfield Sheldon Soho and Jewellery Quarter Yardley East

2.2 Wards be approved with effect from publication of the annual revised Register of Electors on 1 December 2018

Lead Contact Officer(s): Robert Connelly

Telephone No: 0121 303 2443

E-mail address: [email protected]

PagePage 71 ofof 11 78 List of Appendices to this Report: 1. Map for Allens Cross ward 2. Map for Edgbaston ward 3. Map for Newtown ward 4. Map for Northfield ward 5. Map for Sheldon ward 6. Map for Soho and Jewellery Quarter ward 7. Map for Yardley East ward

3. Relevant background/chronology of key events : 3.1 The new Ward scheme came into effect at the City Council elections on 3 May 2018. The Council has a duty to keep the Polling Districts (PDs) under review and undertook a citywide review in 2017 to bring them into line with the new ward boundaries

3.2 Following the May 2018 poll, the split of polling districts and the suitability of polling station venues was reviewed taking into account any feedback received from elected Members, MPs, candidates, main party agents / organisers.

3.3 Comments were received in respect of 7 wards, and the Acting Returning Officer has identified some suggested improvements in respect of these 7 wards.

3.4 These new suggestions were circulated to all Members, MPs, main party agents / organisers for feedback.

3.5 All comments were considered before final decisions made.

3.6 In deciding on the suitability of suggestions, the Acting Returning Officer has tried to take all relevant factors into account. There are no prescribed or fixed rules and each case is taken on its merits. The following are the main (informal) guidelines:

 A policy of “minimal disruption” has been followed  All electors should be given reasonable facilities for voting.  Replacements for temporary porta cabins should be found if possible  Ideally, the polling station should be within its own Polling District, unless there is no reasonable alternative available  Up to 2,000 electors may be allocated to one polling station (if the premises are suitable two polling stations - up to 4,000 electors – may be provided, etc.) based on Electoral Commission guidance  No polling district to have less than 1000 electors – unless a natural boundary makes this a necessity, or the polling district must be kept separate in order to identify the streets contained as being part of a different constituency from the rest of the ward  No polling station should be shared by more than one ward – unless no other suitable polling venue is available  Any new premise/polling stations identified should have good access for people with disabilities  Where possible, natural boundaries are to be used e.g. railways, major roads, waterways etc.

PagePage 82 ofof 11 78  The Acting Returning Officer has a preference to use, wherever possible, any room in a school maintained or assisted by a local education authority, or a school in respect of which grants are made out of monies provided by Parliament to the person or body responsible for the management of the school (this includes Academies). This use of schools guarantees that rooms are available each year, even at short notice, and are free of charge, though extra charges for heating, lighting and caretakers etc. are met by the Acting Returning Officer. Schools have good access and are usually in a prominent position within the polling district and are well known landmark buildings.

3.7 Council Business Management Committee now needs to decide on the final polling district boundaries for the aforementioned wards.

3.8 When agreed the proposals will come into effect from 1st December 2018 when the new annual register of electors is published.

3.9 Allens Cross Ward

Proposal

Following feedback from voters at the local elections in May 2018 regarding the distance to their allocated polling station, it is recommended that polling district ALC1 is split along the pathway to the south of Meadow Brook Road at Merritts Brook. Electors to the south of this revised boundary would continue to cast their vote at Bellfield Infant School on Vineyard Road, whilst electors to the north of the boundary would cast their vote at Shenley Lane Community & Sports Association, 472 Shenley Lane.

Should such an amendment take place then the electorate at the station would be as follows:

Polling Polling Station Current New No of District Electorate Electorate Stations ALC1 Bellfield Infant School 2288 1238 1 ALC4 Shenley Lane Community & 1050 1 New PD Sports Association, 472 Shenley Lane.

Shenley Lane Community & Sports Association is not only outside of the newly created polling district, it is also outside of the Allens Cross ward, however, we have been unable to locate anything suitable that would create a more accessible and natural passage for these electors within the polling district . The venue has been used previously as a polling station prior to the Boundary Review and it provides good access and facilities. Whilst it is now situated outside of the Allens Cross Ward, it is the most accessible place for a polling station for the residents of Shenley Lane, Meadow Brook Road, Spiceland Road and nearby roads.

Views on the Proposal

Views on the proposal have been sought from the MP, the Ward Councillors and the agents/organisers of the main political parties. No adverse comments have been received to date. Any responses will be reported at the meeting. The proposal is supported by EMMF (Electoral Matters Members Forum).

PagePage 93 ofof 11 78 Necessary Alterations

Move the following streets currently in polling district ALC1 into the newly created polling district ALC4.

Bramble Close Merritts Hill Brookside Old Park Coln Close Paxford Way Clun Road Shenley Lane Cutsdean Close Spiceland Road Gentian Close Verbena Road Kerry Close Wirral Road Long Mynd Road Wisteria Close Meadow Brook Road

3.10 Edgbaston Ward

Proposal

Following feedback from residents in Vincent Drive, Roman Way, Leasow Drive and Bullace Croft regarding the distance to the polling station when voting at the local elections in May 2018, it is recommended that polling district EDG4 is split using the back of the buildings on Hospital Drive as the boundary line. Newman House would be retained for the streets to the north and the TMO Office, 27 Underwood Close would be used as the polling station to the south. This venue has previously been used as a polling station.

Should such an amendment take place then the electorate at the station would be as follows:

Polling Polling Station Current New No of District Electorate Electorate Stations EDG4 Newman House 1834 1572 1 EDG8 TMO Office 27 Underwood Close 262 1 (New PD)

Whilst this change does create a very small polling district, the area is surrounded on both sides by the Queen Elizabeth Hospital, Birmingham University and the ward boundaries, affording little choice for electors as both Newman House and the polling station in the adjoining EDG7 polling district, St Francis Hall, Edgbaston Park Road, are some distance away. Many of the residents in this area are elderly and would benefit from this proposed change.

Views on the Proposal

PagePage 10 4 of of 11 78 Necessary Alterations

Move the following streets currently in polling district EDG4 into the new polling district EDG8 –

Bullace Croft Mindelsohn Way Hospital Drive New Fosse Way Leasow Drive Roman Way Metchley Lane Underwood Close Metchley Park Road Vincent Drive (part)

3.11 Newtown Ward

Proposal

Following feedback after the local elections in May 2018, it is recommended that polling district NEW3 is split using Newtown Row as the boundary line. Electors to the west of Newtown Row will continue to cast their vote at Chilwell Croft Academy, whilst electors to the east of Newtown Row would cast their vote at Calvary Church of God in Christ, 1 Burlington Street.

Should such an amendment take place then the electorate at each station would be as follows:

Polling Polling Station Current New No of District Electorate Electorate Stations NEW3 Chilwell Croft Academy 2296 1671 1 NEW 5 Calvary Church of God in Christ 625 1 (New PD)

Whilst this change does create a small polling district, Newtown Row is a natural barrier and electors to the east of this major road would find it easier to cast their vote at the proposed venue.

Views on the Proposal

Necessary Alterations

Move the following streets currently in polling district NEW3 into the new polling district NEW5 –

Allesley Street Moorsom Street Aston Brook Street Newtown Middleway (part) Bourn Mill Drive Park Lane (part) Boxhill Close Parliament Street Bracebridge Street Phillips Street Burlington Street Potters Lane Chilworth Close Rudgewick Croft Dunsford Croft Salstar Close

PagePage 11 5 of of 11 78 Elkington Street Shefford Road Galena Way St Stephens Street High Street Sutton Street Leatherhead Close Thomas Street Miller Street

3.12 Northfield Ward

Proposal

Following feedback from parents and the Head Teachers at St Laurence Infant School and St Laurence Junior School after the local elections in May 2018, it is recommended that polling district NOR1 is split using Victoria Common as the boundary line. Electors to the north of Victoria Common would cast their vote at St Laurence Junior School, whilst electors to the south of Victoria Common would cast their vote at St Laurence Infant School.

Should such an amendment take place then the electorate at the station would be as follows:

Polling Polling Station Current New No of District Electorate Electorate Stations NOR1 St Laurence Junior School 3071 1002 1 NOR5 St Laurence Infant School 2069 1 (New PD)

Whilst this change will involve the use of both schools, using only one school in May 2018 created safeguarding issues as both schools share the same site entrance. This meant that there was no clear separation between electors using one school and pupils attending the other. By using both schools, both will be closed addressing both the safeguarding issues and inconvenience/confusion to parents with children at both schools.

Views on the Proposal

Necessary Alterations

Move the following streets currently in polling district NOR1 into the new polling district NOR5 –

Bristol Road South (part) Hole Farm Road Bunbury Road (part) Innage Road Cornfield Road Maryland Drive Dinmore Avenue St Joseph’s Avenue Garland Way St Laurence Road Heath Road South

PagePage 12 6 of of 11 78

3.14 Sheldon Ward

Proposal 1

Following feedback after the local elections in May 2018, it is recommended that electors in SHE5 who currently cast their vote at The Sheldon Ivy Leaf Sports Club, would find it more convenient to cast their vote at St Thomas More RC Church, 130 Horse Shoes Lane, B26 3HU. This venue has been used previously as a polling station and provides good access and facilities.

Should such an amendment take place then the electorate at the station would be as follows:

Polling Current venue Proposed venue Electorate No of District Stations SHE5 The Sheldon Ivy Leaf St Thomas More RC 3375 2 Sports Club, 2296 Church, 130 Horse (subject to Coventry Road Shoes Lane, B26 change in 3HU proposals 2 and 3)

Views on the Proposal

Necessary Alterations

To relocate the polling station venue from The Sheldon Ivy Leaf Sports Club to St Thomas More RC Church.

Proposal 2

Following feedback after the local elections in May 2018, it is recommended that 605 electors currently in the far western end of polling district SHE5 (part of Coventry Road, New Coventry Road and Wagon Lane) are moved into polling district SHE2. These electors would cast their vote at St Thomas More RC Church (see proposed change of venue in Proposal 1), but it would be more convenient for them to cast their vote at the polling station for SHE2, Lyndon Green Infant School.

Should such an amendment take place then the electorate at the station would be as follows:

Polling Polling Station Current New No of District Electorate Electorate Stations SHE5 St Thomas More RC Church, 130 3375 2770 2 Horse Shoes Lane, B26 3HU (see Proposal 1) SHE2 Lyndon Green Infant School 3173 3778 2

PagePage 13 7 of of 11 78

Views on the Proposal

Necessary Alterations Move the following streets currently in polling district SHE5 into existing polling district SHE2 –

Coventry Road (part) Keswick Road (part) New Coventry Road Wagon Lane (part)

Proposal 3

Following feedback after the local elections in May 2018, it is recommended the boundary between polling districts SHE4 and SHE5 is redrawn splitting the area vertically from Westley Brook down to Coventry Road. Electors to the east of the boundary would vote at Mapledene Primary School and those to the west would cast their vote at St Thomas More RC Church, 130 Horse Shoes Lane, B26 3HU.

Should such an amendment take place then the electorate at the station would be as follows:

Polling Polling Station Current New No of District Electorate Electorate Stations SHE4 Mapledene Primary School 2551 2924 2 SHE5 St Thomas More RC Church, 130 2770 (after 2397 2 Horse Shoes Lane, B26 3HU proposal 2) (see Proposal 1)

Views on the Proposal Views on the proposal have been sought from the MP, the Ward Councillors and the agents/organisers of the main political parties. No adverse comments have been received to date.

Necessary Alterations

Move the following streets currently in polling district SHE5 into existing polling district SHE4 –

Ann Croft Marian Croft Arden Oak Road Olorenshaw Road Coventry Road (part) Sheldonfield Road Gillman Close Shepheard Road Glencroft Road The Glade June Croft

PagePage 14 8 of of 11 78 And

Move the following streets currently in polling district SHE4 into existing polling district SHE5 –

Cranes Park Road (part) Salcombe Avenue Dovercourt Road (part) The Laurels Forest Hill Road Warmington Road Ivydale Avenue Whitecroft Road (part) Morestead Avenue

3.15 Soho and Jewellery Quarter Ward

Proposal 1

Following feedback after the local elections in May 2018, it is recommended that polling district SHQ2 is split using the Midland Metro tram line as the boundary line. Electors to the south of the tram line would continue to cast their vote at the United Reform Church, whilst electors to the north of the tram line would cast their vote at St Michael’s CE JI School.

Should such an amendment take place then the electorate at the station would be as follows:

Polling Polling Station Current New No of District Electorate Electorate Stations SHQ2 United Reform Church Lodge 2866 1616 1 Road (corner of Lees Street) SHQ8 St Michael’s CE JI School, Piers 1250 1 (New PD) Road

Whilst this creates the need for an extra polling station venue, it is accepted that the Midland Metro tram line is a barrier and that electors to the south of the line would find it easier to cast their vote at the proposed venue.

Views on the Proposal Views on the proposal have been sought from the MP, the Ward Councillors and the agents/organisers of the main political parties. No adverse comments have been received to date. Any responses will be reported at the meeting. The proposal is supported by EMMF (Electoral Matters Members Forum).

Necessary Alterations Move the following streets currently in polling district SHQ2 into the new polling district SHQ8–

Park Avenue Allens Road Ashwin Road Park Road (part) Bacchus Road (part) Piers Road Benson Road (part) Queens Avenue, Factory Road Claremont Road Radnor Road Dover Street Richmond Road Factory Road Scholars Close Harris Court, Park Avenue Soho Avenue

PagePage 15 9 of of 11 78 Newton Place South Road North Western Terrace St Michaels Road Oak Bank Vicarage Road Proposal 2

Following feedback after the local elections in May 2018, it is recommended that polling district SHQ3 is split using Birmingham Canal as the boundary line. Electors to the north of the canal would continue to cast their vote at Oasis Academy Foundry, whilst electors to the south of the canal would cast their vote at Church of God of Prophecy, Aberdeen Street.

Should such an amendment take place then the electorate at the station would be as follows:

Polling Polling Station Current New No of District Electorate Electorate Stations SHQ3 Oasis Academy Foundry 1886 1502 1 SHQ9 Church of God of Prophecy, 384 1 (New PD) Aberdeen Street

Whilst this change does create a very small polling district, Birmingham Canal is a natural barrier and that electors to the south of the canal would find it easier to cast their vote at the proposed venue.

Necessary Alterations Move the following streets currently in polling district SHQ3 into the new polling district SHQ9–

Aberdeen Street Lansdowne Street Ansbro Close Magdala Street Blackford Street Norman Street Bryant Street Peel Street Carlisle Street Wellington Street (part) Clinton Street Western Road Dudley Road (part) Winson Green Road (part)

3.16 Yardley East Ward

Proposal

Following feedback after the local elections in May 2018, it is recommended that the boundary between polling districts YAE2 and YAE3 is redrawn to run along Church Road, then across the back of the playing field and sports ground towards the ward boundary. The 652 electors to the east of Church Road including Blakemere Avenue, Dove Close, Croft Close and Oakhurst Drive would find it more convenient to travel to the polling station currently in polling district YAE2 - St Edburgha’s Church Hall.

PagePage 1610 ofof 11 78 The 434 electors to the north of the playing fields and sports ground – the Vibart Road and Farnol Road area would find it more convenient to access St Edburgha’s Church Hall in comparison to their current station at United Reform Church in Moat Lane.

Should such an amendment take place then the electorate at the station would be as follows:

Polling Polling Station Current New No of District Electorate Electorate Stations YAE2 St Edburgha’s Church Hall, 1984 3070 2 School Lane YAE3 United Reformed Church, Moat 4084 2998 2 Lane

Whilst this change will increase the number of polling stations at St Edburgha’s Church Hall, the venue is large enough to accommodate the increased electorate and has good access and facilities.

Necessary Alterations Move the following streets currently in polling district YAE3 into YAE2.

Blakemere Avenue Jennifer Walk Blakesley Road (part) Malthouse Grove Church Road (part) Queens Road (part) Cockshut Hill (part) Sedgemere Road (part) Croft Close Stoney Lane (part) Dove Close The Cedars Farnol Road Vibart Road Gayhurst Drive

Signatures of approval to submit the report to Committee:

Signed:

Title:

Dated:

List of Background Documents used to compile this Report:

Feedback on the arrangements in place for the May 2018 poll from Councillors, members of the public and Head Teachers.

PagePage 1711 ofof 11 78

Page 18 of 78 Item 6

Page 19 of 78 Page 20 of 78 Page 21 of 78 Page 22 of 78 Page 23 of 78 Page 24 of 78 Page 25 of 78

Page 26 of 78 Item 7

BIRMINGHAM CITY COUNCIL PUBLIC REPORT

Report to: COUNCIL BUSINESS MANAGEMENT COMMITTEE Report of: Dawn Hewins, HR Director Date of Meeting: 19th November 2018 Subject: Birmingham City Council Workforce Strategy 2018-2022 Wards affected: All

1. Purpose of report: 1.1 To provide an overview of the Workforce Strategy documents attached: Birmingham City Council Workforce Strategy 2018-2022 Birmingham City Council Workforce Strategy 2018-2022 – Research and Evidence Birmingham City Council Workforce Strategy 2018-2022 – Implementation Plan

2. Decision(s) recommended: That Council Business Management Committee:  Note the Birmingham City Council Workforce Strategy 2018-2022 and agree the implementation plan;  Support the four key priorities of the strategy and agree the actions contained within the implementation plan to deliver against these priorities.

Contact Officers: Dawn Hewins, Tracy Kirton

3. Relevant background/chronology of key events.

3.1 As an organisation, our priority is making a positive difference every day to people’s lives by providing efficient services through working differently. A growing and ageing population increases demand for services at a time when funding pressures are high. A skilled and engaged workforce is crucial to achieving our vision that Birmingham is recognised as a city of growth where every child, citizen and place matters.

3.2 To deliver our vision we must change our organisation both structurally and culturally, recognising we must have:  Greater integration between services and functions  Better insight and intelligence  Be leaner and more agile  More collaboration as one council  Consolidate our support service to realise efficiencies

3.3 The Birmingham City Council Workforce Strategy 2018-2022 is therefore underpinned by the following design principles:  Delivering political priorities and outcomes  Focusing on excellence in customer experiences  Robust commissioning of outcomes and ensuring delivery of the right service both internal and external  Enabling economic growth  Prevention and early intervention  Encouraging innovation and commercial approach  Evidence based decision making

Page 1 Page 27 of 78

3.4 The right workforce is also needed to deliver our Council Priorities:  Birmingham is an entrepreneurial city to learn, work and invest in  Birmingham is an aspirational city to grow up in  Birmingham is a fulfilling city to age well in  Birmingham is a great city to live in  Birmingham residents gain the maximum benefit from hosting the Commonwealth Games

3.5 To ensure the workforce strategy is robust we have learnt from others, researched at regional and national level and have been guided by the Birmingham Improvement Panel. The results from our Staff Survey 2018 have provided insight from our workforce. The Workforce Strategy 2018-2022 – Research and Evidence document captures this evidence base.

3.6 Through pre-engagement we have shaped the strategy further and taken on board comments and feedback from:  The Chair of Overview and Scrutiny  Extended Leadership Team  Trade Unions  Overview and Scrutiny  Birmingham Improvement Panel  Corporate Management Team  Elected Members Team

3.7 As a result the Birmingham City Council Workforce Strategy 2018-2022 Implementation Plan focuses on four priorities over the next 4 years:  “Workforce Planning and Managing Potential” - Workforce planning toolkits, Recruitment, Career development, Succession Planning, boost skills and improve economic productivity through apprenticeships, internships and graduates  “Performance and Development” - Performance management skills, Change management, Systems and Technology, Workforce Development Plan  “Leadership and Management” - Leadership, managers and aspiring managers development programmes, resilience, business acumen, governance, Management Competency Framework  “Engagement, Reward and Wellbeing” - Staffs survey, Engagement champions, Celebrate diversity, Staff recognition and reward schemes, Values and behaviours

3.8 The implementation plan will ensure actions which have the most urgency and importance and greatest impact are delivered during year 1 of the 4 year strategy, and as we learn and develop as an organisation the implementation plan will be adjusted to ensure we continue to deliver a 21st Century Workforce.

3.9 In order to monitor the effectiveness of the Workforce Strategy strong governance will be in place with a Workforce Strategy Board established, and key performance indicators of our success measures closely monitored and reported upon.

Signature: D Hewins

Chief Officer: Dawn Hewins

Page 2 Page 28 of 78

Birmingham City Council Workforce Strategy 2018 – 2022 Vision To be an employer of choice, demonstrated by a highly performing diverse workforce, capable of managing and planning innovative and financially robust service delivery to enable the city to grow and ensure every child, citizen and place matters.

Introduction and context Purpose Delivery The Council Plan sets out a clear vision for the future and The delivery of the strategy will enable the council to develop a enables us to define a strategic approach to how we will develop high performing workforce, composed of diverse, skilled, our current and future workforce with the right skills, adaptable, engaged, empowered and creative teams. Our environment and culture to enable the council to deliver, with structures will bring us closer to our customers where a solution declining resources, our outcomes. focused approach is supported by a modern and progressive organisational culture. Scope This strategy provides a framework to all staff by providing We will deliver effective and efficient services, underpinned by direction on; workforce planning, performance and core values and behaviours, ensuring a great city to grow up, development, leadership and management, engagement reward live, succeed and grow old in, as outlined in our priority and wellbeing. outcomes.

Item 7 Links to the Council Plan and Policy Framework BIIP Council Plan Members

Values and behaviours underpinned by an aptitude for Medium Term applying digital solutions and using technology to maximise Financial Plan efficiencies and reduce cost

Workforce Strategy Citizen Access Strategy, ICT & Digital Strategy, Community Cohesion Strategy, Communications and Marketing, Commissioning Strategy

This strategy will sit alongside a number of other strategies, improvement plans and the medium term financial planning cycle which will enable us to become the right kind of organisation to deliver better outcomes for our residents. “One Council” We have to embrace innovative and more efficient ways of working, including doing much more in partnership, in order to meet the expectations of residents and achieve the standards set by our national peers. The Corporate Governance Improvement Plan June 2018 reflects the LGA criteria of an effective organisation. This plan and other key drivers for change and improvement of our “organisational health” will be implemented through the Workforce Strategy, namely:  Effective political leadership and managerial leadership, working as a constructive partnership with a modern, progressive organisational culture.  Effective governance and decision making arrangements that respond to challenges and manage performance, change, transformation and disinvestment.  Capacity and resources focused in the right areas in order to deliver the agreed priorities, supported by relevant organisational and workforce development and;  A financial plan in place to ensure its long term viability and evidence it is being implemented successfully. Outcomes – where do we need to be? Effective financial management and High performing workforce where we have the Recognised as a modern and fit for purpose accountability which reduces duplication, drives right skills and behaviours, supported by an employer of choice where our recruitment, career efficiencies and balances the books. induction, appraisal and development programme. development and reward and recognition Change is embraced through effective internal structure align with workforce plans and employee communications and visible leadership to satisfaction levels and the number of people reinforce the direction of travel. wanting to come and work for us increases. Staff empowered to make creative and Excellent management across the council A highly motivated and engaged workforce who innovative decisions and equally participate in all supported by a regular leadership and value the opportunity to feedback opinions and aspects of service delivery and development. management development programme and robust feelings through on-going engagement initiatives HR policies and processes, underpinned with and the annual staff survey, in the knowledge that positive industrial relations. these are heard and acted upon. Evidence based decision making, planning and Effective Political Leadership and managerial Workforce policies and practices are positively delivery supported by accurate workforce data leadership, working as a constructive partnership embraced, embedded and consistently applied and projections of workforce needs and which generates solutions at the pace required. into everyday practice, supporting a culture of efficiencies both of our workforce and those we transparency and trust which embraces change. need to commission services from. Page 29 of 78 Making it happen PRIORITY ONE - WORKFORCE PLANNING AND MANAGING POTENTIAL  Build positive industrial relations across the city council, working together to make a positive difference  Re-launch our workforce planning tool to help services think about, and plan, their workforce requirements  Revise our induction programme to successfully on-board new colleagues  Provide more opportunities to boost skills of the wider workforce through work experience, apprenticeships and graduate schemes that help improve economic productivity  Design Career Frameworks linked to service specific workforce plans to address recruitment and retention of hard to fill roles  Organisational agility and new ways of working is supported by the ICT & Digital Strategy and transformation teams to generate income and deliver transformed services  Review recruitment processes to ensure we attract the best people across the community and recruit for the right behaviour and value mind-set  Manage potential across our diverse workforce to ensure all staff have the opportunity to flourish to support and drive achievement of the council’s priorities PRIORITY TWO - PERFORMANCE AND DEVELOPMENT  Enable managers to support staff with development planning, supporting them to reflect on their performance, giving and receiving feedback and helping staff to be solution focused and to take personal responsibility for their own performance and development through a revised appraisal system  Focus development activities on increasing our leadership capability and capacity for leading employees through change and creating a culture of collaborating with others, having a commercial focus, and building a resilient customer focused workforce  Review performance processes, systems and technology to ensure they are fit for purpose for a smaller more agile and adaptable workforce  Ensure that staff understand their role, the contribution they make to the council and what they can do to achieve the required levels of high performance  Our learning and development offer is accessible to all, affordable, efficiently delivered and aligned to emerging development priorities to become 21st Century Public Servants  Ensure systems and processes facilitate the extraction of valid and reliable data to inform financial planning, business forecasts and monitoring of the “organisational health”

PRIORITY THREE - LEADERSHIP AND MANAGEMENT  Managers develop their leadership capability at all levels to build trust and resilience, maximise the potential of their teams and lead the way in enhancing our capacity for working in collaboration and partnership  Leadership is found at all levels of the organisation and we encourage our dispersed leadership to grow  Launch a management development programme for existing and aspiring managers which focuses on managing staff, resources and budgets based on analytical evidence based planning  “Balance the books” through strategic planning, enhanced business acumen and clear understanding of the impact of financial decision making  Effective joint working between members and officers will be evident through induction, governance, information sharing and peer support as part of member and senior officer development programmes  Senior officer development programme cements cross directorate team working and peer learning, effective governance and improved communication and engagement PRIORITY FOUR - ENGAGEMENT, REWARD AND WELLBEING  Work together to revisit the set of common behaviours that allow us to live our values every day and express our sense of personal responsibility and pride in working at Birmingham City Council  Be recognised as an employer of choice and celebrate diversity in our workforce and local community through staff awareness and a culture of respect and inclusivity  Revisit policies and practice to support staff to genuinely feel they can be who they are and feel confident in a supportive environment, able to contribute their ideas and opinions and work in partnership with others  Create development and network opportunities so staff relay to others positive stories about our council as a supportive employer that encourages confidence and diversity  Provide timely information and guidance to enable the proactive and consistent management of sickness absence  Promotional campaigns to ensure staff are aware of the benefits and well-being support available to them  Review our Staff recognition and rewards scheme to offer a more flexible and personal touch to celebrating the commitment and hard work of staff

Our success measures

An increasing Increased numbers Attendance rates Reduced operating All staff report amount of staff of opportunities for are higher expenditure per having an appraisal choose to provide Care Leavers, Interns employee diversity data and Graduates Majority of staff Staff survey We have more All new starters Financial contracts report satisfaction with completion rates applications from local receive their induction for all managers their development increase residents within 2 months of plans starting

Page 30 of 78 Item 7

Birmingham City Council Workforce Strategy

2018-2022 Research and Evidence

Page 31 of 78 Moving forward workforce plans will focus on activities to recognise and Introduction embed a culture and workforce:

 Where the customer is at the heart of everything we do. Birmingham is one of the most culturally diverse cities in the UK. The  Where performance is managed effectively. council is a vibrant and dynamic organisation with a workforce that reflects  Where staff are fully engaged and feel involved in decision the make-up of its community. The diversity of the city and the cohesion making and change. between its different communities are major factors in Birmingham’s Where staff feel confident to take personal accountability for characteristic vitality and energy. In Birmingham, 70% of the working age  population (16-64) are economically active; 64.4% are employed. As an their decisions and actions. employer, we have an indisputable bearing on the economic development Aligned to corporate improvements, plans will focus on a “One Council” of the city and an essential responsibility as a role model for other local approach to deliver: employers. As an organisation, our priority is making a positive difference every Political Leadership - Effective political leadership and managerial day to people’s lives by providing efficient services through working leadership, working as a constructive partnership. differently. A growing and ageing population increases demand for services at a time when funding pressures are high. A skilled and A modern and progressive organisational culture - Effective political engaged workforce is crucial to achieving our vision that Birmingham is and managerial practice underpinned by an organisational culture that recognised as a city of growth where every child, citizen and place promotes shared working across Directorates, encourages matters. We are proud of our staff, we recognise the challenges and transparency and honesty, and supports leaders to take personal opportunities that lie ahead for our city and it is only through our staff responsibility of issues and challenges. that these will be met. We are therefore pleased to introduce our Managerial Leadership - effective political leadership and managerial Workforce Strategy. leadership, working as a constructive partnership.

Strategic Planning, Financial and performance management - Drivers for workforce change effective corporate and financial framework to ensure strategic focus, As we work to turn the vision and priorities into reality, we must also transparency and governance. continue to make significant savings. Funding cuts and local pressures have required annual savings of £642m over the last seven years. We Key Corporate Policies to enable effective Corporate Governance anticipate having to make further cuts of £123m by 2021-22. City Partnerships- stronger links to peer statutory partnerships and Consequently Birmingham City Council of the future will look and stakeholders. operate very different from the one we had ten years ago. The Council Plan, 2018 Stock Take report and Corporate Improvement Communication and transparency - effective communication, Plans have provided the strategic overview to this strategy, whilst the engagement and marketing. Staff Survey 2018 has provided a rich insight into the needs, aspirations and commitment of the workforce we have to take this forward together.

Page 32 of 78

Where are we now? What will be different?

The Birmingham City Council Plan forms the basis of organisational • We will be a smaller organisation. transformation which requires a workforce that is: • The customer is at the heart of everything we do.

 Engaged and motivated • Our staff will be more agile, skilled and collaborative, working with colleagues and partners and not limited by physical or structural  Focused on finances and resources boundaries.

 Customer focused • Managers and staff will use more commercial, collaborative and strategic commissioning skills and enhanced business acumen to  Collaborative (across partners and the council) obtain best value from our resources, partners and contractors.

 Skilled, effective and confident • We will be more innovative, developing and embracing new ways of working, breaking down silos to function as “one council”  Innovative and accountable • We will use “digital” to be more efficient and effective.

st • All managers and staff will role model organisational behaviours,  Fit for the 21 Century values and competencies.

• Our managers will follow a clear set of management standards for managing staff, resources and budgets.

• We will have a culture of positive coaching and open engagement.

We will need the creativity, vision, imagination and innovation of our entire workforce if we are to find new ways of doing things, and sustain high standards of service in the face of rising demand and falling funding. These are summarised in the following tables as:  Local Government 2018  Digital  Apprenticeship Levy, skills and demographics

Page 33 of 78

LOCAL GOVERNMENT 2018

National context BCC context Workforce Implications Most councils in the country will have faced As we work to turn the vision and priorities into reality, • Social care and health integration, change budget reductions of about 55% between 2010 we must also continue to make significant savings. and project work in the council and across and 2020 at a time when an ageing population Consequently Birmingham City Council of the future will strategic partners, will create new career and higher birth rate are increasing demand. look very different from the one we had before austerity paths in the council. Population growth in cities like Birmingham puts began and what we look like today. further pressure on housing needs and provision • Different skills and behaviours from all of services. The Office for National Statistics projects that in employees will be needed to thrive in this new Birmingham between 2018 and 2022 the number of environment. Financial pressures have forced councils to residents over 65 will grow by over 4.4% (6.9% change service provision, manage demand nationally) and the number of under 15s by 7% • There will be pressure to increase wages after and find different ways of working internally (2.2% nationally). This is in line with the population years of austerity and this will put additional and with partners. as a whole, where we see a forecast to grow by pressure on attraction and retention. 2.8%. (1,147,300 to 1,179,700 people) Joint strategic commissioning are ways in • A different type of leadership and which working closely with strategic partners The council’s vision for the city is already driving management will be needed. will benefit the whole community. activities capitalising on opportunities such as significant regeneration projects and improving • Attraction and retention packages will need The way councils are being financed is services and outcomes for residents whilst managing redesigning to develop workforce potential changing. The revenue support grant will be increasing demand. and improve engagement and well-being. replaced by business rates in 2020. Other income streams will be through council tax Social care and health integration is a huge receipts, selling services, grants and joint opportunity to improve customer experience, • Brexit and immigration controls will funding. improve the quantity and quality of hospital exacerbate current skills shortages so skills discharges and reduce costs. development for residents and the workforce Whilst no one knows the full impact of leaving will be crucial to maintain employment and the EU, of the workforce that make up social employability. care, health and agriculture, 56% are from the EU.

Page 34 of 78

DIGITAL National context BCC context Workforce Implications The sheer speed of digital development makes By adopting “digital” our workforce will: this the biggest “disruptor” at work. The top 10 To support the council's vision and priorities and • flexible working will mean re-thinking “in demand” jobs in 2010 financial plan, the ICT and Digital Strategy includes 6 did not exist in 2004 and 65% of school key themes: how the workforce is given voice, is children today will be doing jobs not yet engaged and how values and trust are invented. It’s estimated that 15 million jobs  integrated ICT and digital managed in such a different environment. will be replaced by robots in the next 20  digital facilitation years. The loss of jobs so far through  insight • Many functions will be done differently introducing robotics have created a range of  commissioning new roles which have tended to be better  governance e.g. a virtual reality coaching session or paid than the manual jobs they replaced.  innovation team meeting optimising the use of Skype and Yammer. The top 10 “in demand” jobs in 2010 did not As well as achieving savings, the investment plan and exist in 2004 and 65% of school children associated projects are based on a number of other • The workforce will need to be confident factors: today will be doing jobs not yet invented. using multiple devices, manipulating data

 replacing systems that are nearing, or are at the end from a variety of sources, engaging with Digital provides opportunities for rethinking of their lives. customers and citizens through social service delivery and to manage demand. The  this will be prioritised based on the level of risk to media and collaborating with colleagues development of sophisticated algorithms and service areas due to systems failure or failure to from across the Public Sector in new artificial intelligence (AI) will reshape workforce replace, and dependencies on other projects. ways. and resident interfaces with digital as well as  delivering greater flexibility and lower cost, by taking replacing more professional roles especially in advantage of newer and cheaper technologies. support services.  creating the technical foundation for improved digital • Through adopting a digital "mind-set", the public services in the city and region. Social media has already profoundly changed workforce will need to be more collaborative how we communicate, creating opportunities with an attitude to “explore the art of the Digital Skills could be defined as the ability to find, and risks for every organisation that wants to possible” through innovation and creativity, evaluate, utilize, share, and create content using communicate effectively with employees, technology and the Internet. Anything from the ability to working together in multi-disciplinary teams customers and stakeholders. find out your high-score on Minesweeper to coding a co-designing new public services for website counts as a digital skill. It could also be defined customers and citizens. as a mindset as much as a hard skill.

Page 35 of 78

DEMOGRAPHICS, SKILLS AND APPRENTICESHIPS

National context BCC context Workforce Implications The government introduced the “Apprenticeship We currently have 12,453 employees occupying • Use workforce planning to adopt creative and Levy” in April 2017. It provides opportunities to 13,228 posts. Of these 4% are under the age of 24 flexible practices that retain and refocus existing address some skills shortages and be integrated and 4% are aged 65 and over with over a third aged staff to new opportunities whilst still attracting with learning and development priorities. between 45 and 54. younger employees. There are already skill shortages in areas such Last year we faced a further reduction in headcount as IT, advanced engineering and health and of 1,529 staff with a wealth of experience and • Opportunity to improve skills development for social care. These will be exacerbated with Brexit expertise walking out the door. A more strategic those under 24 years old, including NEET and and new immigration controls. approach is required to succession planning so that we retain the organisational history and professional those leaving care, by utilising the Thirty percent (9.4m) of the UK’s workforce is knowledge. apprenticeship levy as part of the solution for aged over 50 years and that percentage will succession planning to meet demand As a corporate parent, the council, with its partners, continue to increase. With an ageing population, especially in hard to recruit roles. planning simply to replace those retiring with needs to ensure it is developing the skills and younger people won’t work in the long term. opportunities of its children and young people leaving Older employees have strengths in knowledge care by working collaboratively to finding pathways • Opportunities to tap into the local diverse sharing, problem solving and customer service into employment for them. graduate population through the offer of so it’s important to prevent losing this from the valued work placements, graduate council too quickly. At the same time the next Leaving the EU is likely to place huge demands on generation (Generation Z) will be the first truly the capacity to deliver social care. schemes and internships. digital generation and have very different expectations of the workplace. The council has an additional challenge of operating • The council will leverage opportunities for in a vibrant West Midlands economy where improving better skill development across its strategic transport links enable any individual to live in one Thirty percent (9.4m) of the UK’s place but have a choice to work across the region. partnerships, for example, the integrated workforce is aged over 50 years and that health and social care workforce and percentage will continue to increase. The council annual levy contribution is c£1.2 million. management development programmes. The government target when combined with maintained schools for the number of apprentices under the levy scheme will be in the region of 600 per year.

Page 36 of 78 Staff are generally happy with their role but don’t feel they have a career Our Current workforce profile pathway with the council.

76% 22% 86% find their work feel they have a career feel they have the skills interesting, fulfilling and pathway to fulfil the requirements sufficiently challenging of their job

However staff felt that change was not communicated or managed effectively

21% 14% 22% 35% felt as a whole felt decisions felt senior said they were the council was made by the managers were consulted about managed well council made in touch with the changes before good business issues that are they happen sense important to staff

And what they say We have a diverse workforce operating across a variety of locations in the Staff do feel proud and trusted to carry out their work, but reported that they city and feel it is important to know what they think and feel. Our annual staff don’t feel valued. survey is therefore provided both online and in paper form to our staff. In 2018 the survey was completed by 26% of our workforce who said they would develop and go above and beyond to ensure the Council succeeds as 51% 69% 52% a great place to work felt proud to tell others felt they understood the however felt that new they work for the council’s vision, values values and behaviours 1. 88% feel they would go above and beyond to council and behaviours and should be created to help the council succeed how their work match the council plan contributed to these 2. 39% would recommend the council as a great place to work

3. 46% are unlikely to look for another job 76% 57% 28% outside of the council in the next 12 months felt trusted to carry out talk of the council as feel valued as an their job no matter “we” and not “they” employee of the council 4. 52% wish to further their career with the where, how or when council Page 37 ofthey 78 did it Our Workforce challenges and opportunities

Page 38 of 78 Where do we need to be?

Effective financial management and High performing workforce where we have Recognised as a modern and fit for accountability which reduces duplication, the right skills and behaviours, supported by purpose employer of choice where our drives efficiencies and balances the books. an induction, appraisal and development recruitment, career development and reward programme. Change is embraced through and recognition structure align with workforce effective internal communications and visible plans and employee satisfaction levels and the leadership to reinforce the direction of travel. number of people wanting to come and work for us increases.

Staff empowered to make creative and Excellent management across the council A highly motivated and engaged workforce innovative decisions and equally participate supported by a regular leadership and who value the opportunity to feedback in all aspects of service delivery and management development programme and opinions and feelings through on-going development. robust HR policies and processes, engagement initiatives and the annual staff underpinned with positive industrial relations. survey, in the knowledge that these are heard and acted upon.

Evidence based decision making, planning Effective Political Leadership and Workforce policies and practices are and delivery supported by accurate workforce managerial leadership, working as a positively embraced, embedded and data and projections of workforce needs and constructive partnership which generates consistently applied into everyday practice, efficiencies both of our workforce and those solutions at the pace required. supporting a culture of transparency and trust we need to commission services from. which embraces change.

Page 39 of 78

Building sustainability through skills CUSTOMER

REIMAGINE FOCUS What are the new skills SERVICES To support the that will be needed? To lift people out of DELIVER delivery of core poverty and welfare services and As people step into spaces left OUTCOMES dependency and manage pressure on by changing structures and improve economic needs-led services reducing posts, they are asked To support and social and such as social care to broaden the spectrum of sustain the delivery environmental and housing we will their roles as we find new ways of core services we conditions in the city need to apply robust to manage the pressure on will need agility, we will need new research and needs-led services such as adaptability, knowledge and analysis skills to social care and housing. So resilience and innovation to apply understand current that our priorities, once collaboration to pilot different demand, customer delivered can be sustained, we and test solutions commissioning and patterns and now need to build resilience, rapidly and at design principles. systems/procedures. capacity and capability. reduced cost.

The 21st Century Public Servant speaks of roles such as system architect, municipal entrepreneur, broker, commissioner, resource weaver story teller, networker and navigator.

Our Workforce Development Plans will focus on these several key areas to develop a confident and capable 21st century workforce.

Page 40 of 78

Values and behaviours

It’s not just what we do, but how we do it is just as important. Our values are the foundation on which everything else is built and help shape and define the standard to which we work and the way that we do it. Our values express the over-arching importance to our organisation of being fully inclusive and welcoming of the broad spectrum of skills, experiences and perspectives VALUES represented in our communities and our workforce.

We put citizens first We are empathetic and respectful in everything that we do SKILLS We are true to our word When we make promises we keep them

We act courageously We lead, we manage and we tackle the difficult issues; every day, every one of us BEHAVIOURS

We achieve excellence We get things right. First time every time

Staff were asked as part of the 2018 staff survey whether they felt the values should be changed and over 1600 responses confirmed that whilst they were understood and adhered to, it is an opportune time to look at these again. A review will take place in 2018 in response to this feedback.

Our staff networks also play a valuable role in helping us express and uphold our values; celebrating the diversity across our city with our residents and communities. Strategies and policies align and a number of networks actively engage in the planning, development and evaluation of our workforce priorities.

Page 41 of 78

Making it happen

The journey to transform the culture of the organisation is at the heart of sustaining the pace and depth of business change. Workforce • Right people, right time, right place, engagement is the key to delivering the WORKFORCE PLANNING AND right numbers MANAGING POTENTIAL • Attracting and developing outcomes we seek. A priority will be to ensure employee potential that staff understands what part they need to play in achieving the vision, that the organisation values their involvement and can best succeed • People skilled and confident PERFORMANCE AND • Valued induction and appraisal through their contributions. • High performing teams DEVELOPMENT

This Strategy sets out the headline actions for

the next four years. Workforce Plans will  Effective, modern governance deliver these priorities and be monitored and • Right Behaviours reviewed annually to ensure the plans and LEADERSHIP AND MANAGEMENT • Inspirational leadership outcomes remain fit for purpose.

These are the workforce priorities, with initial • Having the right culture focus being on performance and development ENGAGEMENT, REWARD • Customer is our focus combined with increasing management AND WELL BEING • Staff recognised and supported capability and modelling the right behaviours. The table on the following page summarises those priority work streams which will be taken forward.

“Forward Together” through staff engagement

To support the implementation of the Workforce Strategy we will introduce a series of staff engagement initiatives as part of a “Forward Together” programme. This approach will lead to more effective performance management and engagement of staff from all areas driven by what was said in the 2018 staff survey. Staff engagement and customer emersion experiences will be integral to our Culture Dashboard as collectively we embed new ways of working, deliver ongoing improvements and shout loud and proud that we work for BCC.

Page 42 of 78 PRIORITY ONE WORKFORCE PLANNING AND MANAGING POTENTIAL

 Build positive industrial relations across the city council, working together to make a positive difference  Re-launch our workforce planning tool to help services think about, and plan, their workforce requirements  Revise our induction programme to successfully on-board new colleagues  Provide more opportunities to boost skills of the wider workforce through work experience, apprenticeships and graduate schemes that help improve economic productivity  Design Career Frameworks linked to service specific workforce plans to address recruitment and retention of hard to fill roles  Organisational agility and new ways of working is supported by the ICT & Digital Strategy and transformation teams to generate income and deliver transformed services  Review recruitment processes to ensure we attract the best people across the community and recruit for the right behaviour and value mind-set  Manage potential across our diverse workforce to ensure all staff have the opportunity to flourish to support and drive achievement of the council’s priorities PRIORITY TWO PERFORMANCE AND DEVELOPMENT

 Enable managers to support staff with development planning, supporting them to reflect on their performance, giving and receiving feedback and helping staff to be solution focused and to take personal responsibility for their own performance and development through a revised appraisal system  Focus development activities on increasing our leadership capability and capacity for leading employees through change and creating a culture of collaborating with others, having a commercial focus, and building a resilient customer focused workforce  Review performance processes, systems and technology to ensure they are fit for purpose for a smaller more agile and adaptable workforce  Ensure that staff understand their role, the contribution they make to the council and what they can do to achieve the required levels of high performance  Our learning and development offer is accessible to all, affordable, efficiently delivered and aligned to emerging development priorities to become 21st Century Public Servants  Ensure systems and processes facilitate the extraction of valid and reliable data to inform financial planning, business forecasts and monitoring of the “organisational health”. PRIORITY THREE LEADERSHIP AND MANAGEMENT

 Managers develop their leadership capability at all levels to build trust and resilience, maximise the potential of their teams and lead the way in enhancing our capacity for working in collaboration and partnership.  Leadership is found at all levels of the organisation and we encourage our dispersed leadership to grow  Launch a management development programme for existing and aspiring managers which focuses on managing staff, resources and budgets based on analytical evidence based planning  “Balance the books” through strategic planning, enhanced business acumen and clear understanding of the impact of financial decision making  Effective joint working between members and officers will be evident through induction, governance, information sharing and peer support as part of member and senior officer development programmes  Senior officer development programme cements cross directorate team working and peer learning, effective governance and improved communication and engagement PRIORITY FOUR ENGAGEMENT, REWARD AND WELLBEING

 Work together to revisit the set of common behaviours that allow us to live our values every day and express our sense of personal responsibility and pride in working at Birmingham City Council  Be recognised as an employer of choice and celebrate diversity in our workforce and local community through staff awareness and a culture of respect and inclusivity  Revisit policies and practice to support staff to genuinely feel they can be who they are and feel confident in a supportive environment, able to contribute their ideas and opinions and work in partnership with others  Create development and network opportunities so staff relay to others positive stories about our council as a supportive employer that encourages confidence and diversity  Provide timely information and guidance to enable the proactive and consistent management of sickness absence  Promotional campaigns to ensure staff are aware of the benefits and well-being support available to them  Review our Staff recognition and rewards scheme to offer a more flexible and personal touch to celebrating the commitment and hard work of staff

Page 43 of 78 How will we know we have succeeded?

Majority of staff Staff survey We have more All new starters Financial contracts report satisfaction with completion rates applications from local receive their induction for all managers their development increase residents within 2 months of plans starting

Next Steps

We have illustrated how this Workforce Strategy sits alongside a number of improvement plans which collectively focus on the corporate governance of the organisation, emphasising a change in culture to make the improvements needed. It addresses the recommendations in the Kerslake Report which identified the need for the council to make fundamental changes to its corporate culture to play the effective leadership role needed to help the city realise its full potential.

This 4 year strategy has set out aspirations and a vision for our workforce and has highlighted the wide range of activity already underway and where there are options to do more. A series of workforce and business plans implemented across the organisation will drive short and medium term service specific and corporate initiatives required to develop and sustain an engaged and high performing workforce.

The importance of effective communication is essential to the success of the strategy. We shall achieve this through a variety of media and consultations to reach all of our managers, staff and stakeholders. This will be a regular, open, and two-way process with close partnership working, sharing good practice and supporting innovation.

Page 44 of 78 Item 7

Birmingham City Council Workforce Strategy 2018-2022

Implementation Plan

HR/OD Dawn Hewins – Workforce Strategy 2018-2022 Implementation Plan v 0.06. *Reference made to the Corporate Governance Improvement Plan July 2018 Page 45 of 78

PRIORITY ONE – WORKFORCE PLANNING AND MANAGING POTENTIAL

Ref What we are going to do? What have we done so far or progressing? RAG How will we know we have Target Lead succeeded? 1.1  Build positive employee relations across  Capturing content of an “Employee  A modern and fit for purpose Framework TK the council, working together to make a Relations Framework”, including a review council reduces the number or agreed Mar positive difference to improve customer of scheduled meetings and Terms of threat of industrial disputes 2019 focus and staff confidence Reference  Staff survey results indicate staff *CGIP 3.5  “Forward Together” engagement feel involved in decisions which programme to be launched November impact on them 2018.  The number of staff surveys  Engagement champions from across the returned increases year on year organisation will provide a rich insight  Improved levels of staff confidence into the planning and decision making and performance is evidenced process and improve channels of through the take up of training and communication through appraisal personal development plans 1.2  Review our Values and Behaviour  Staff survey undertaken to seek  Staff survey will evidence Mar 2019 TK Framework to reflect the culture we employees views commitment to agreed values and aspire to have  Workshop volunteers via engagement behaviours event to review and agree revised values  Values and behaviours will be and behaviours evident in all that we do  Revised values and behaviours to be launched and embedded through a series of engagement activities 1.3  Agree and launch 4 year Workforce  Draft strategy and plan presented to ELT  Workforce Strategy Implemented Launch - Nov TK Strategy and Implementation Plan which for consultation 11 September 2018 and outcomes achieved 2018 will be monitored quarterly and reviewed  Draft strategy and plan discussed with  Workforce Strategy Board annually in order to deliver dramatic and trade unions oversees implementation plan and sustained changes to:  Workforce Strategy presented to CMT drives consistent activity across Becomes - Recruitment September 2018 for sign off directorates (one council) cyclical – Apr - Retention and talent management  Monthly monitoring of a new  Terms of Reference and membership for 2019 onwards - Assessment of skills and competency a Workforce Strategy Board to be revised basket of internal “organisational gaps to ensure implementation of the Strategy health” workforce measures sees a - Appraisal and staff performance dramatic and sustained change in management processes the engagement, confidence and - Apprenticeship and graduate morale of employees development Page 46 of 78  Staff survey indicates improved HR/OD Dawn Hewins – Workforce Strategy 2018-2022 Implementation Plan v 0.06. *Reference made to the Corporate Governance Improvement Plan July 2018

- Industrial relations processes and results year on year engagement *CGIP 3.5  Publish document on Internet and Intranet pages and through induction for all staff 1.4  Overhaul how the council operates  Embedding and review of efficacy of new  New HR operating model is fully Mar 2019 TK JNC recruitment as part of a revised model effective operating model.  Introduce skills sweep and Right to Work  Realistic and robust operating *CGIP 4.11 checks as part of this model model in operation 1.5  Review job evaluation policy, process  Pilot job evaluation processes have been  Scheme and processes are fully Review TK and methods in order to ensure clarity of undertaken for NJC and JNC evaluations understood, embraced and undertaken Dec use whilst ensuring jobs are consistently to streamline access to JE process, engaging for managers, staff and 2018 evaluated for fair and equitable pay for minimise time spent on completion of trade unions. our employees across the organisation unnecessary paperwork, and to increase  Analysts are able to partner the for the complexity of work undertaken. the engagement from the business, thus business in understanding their Any changes This review will consider organisational a better informed outcome. needs. implemented agility and future proof job roles in line  Discussions with HRD regarding the  Fewer Equal Pay claims from Apr 2019 with the Council Plan in the short, scheme used for NJC Local Government  Greater staff satisfaction that paid medium and longer term. This review (Green Book) Workers due to the system appropriately within our should also seek to minimise risk to the nearing expiration organisation through greater organisation of equal pay claims.  Research of other authorities approach engagement and job description All Job roles to JE facilitates delivery of modern reviewed Mar  Consideration of job families and greater council services. 2021 use of generics  Fewer requests for market  Commenced discussions with TUs supplements - money saved  Retained workforce 1.6  Revise current induction programme in  Research public and private sector  Robust, thorough and consistently Review and new TK order to successfully on-board new examples. applied staff induction process design colleagues through the provision of  Engagement exercise with previous implemented which contains “one completed Nov engaging and inspiring induction starters and managers underway. Task council” messaging. 2018 activities from the point of appointment and Finish group to produce costed  Completion rates for induction to establishment in role options paper of new programme by end modules will be at least 90% and System changes *CGIP 3.1 and 3.4 of Sept. all new colleagues attend completed Dec  Recruitment team reviewing on-boarding corporate induction within 2 2019 process to engage new colleagues at the months of start earliest opportunity  Number of applicant withdrawals Revised programme  Delivery of a cost effectivePage and 47 of 78 or staff choosing to leave within HR/OD Dawn Hewins – Workforce Strategy 2018-2022 Implementation Plan v 0.06. *Reference made to the Corporate Governance Improvement Plan July 2018

sustainable corporate induction the first 6 months of employment embedded Jan programme for managers is being due is reduced 2019 explored to reflect political, managerial  Staff surveys indicate improved and structural changes to the council. motivation and morale in Improved  Delivery of a cost effective and employees modernised sustainable corporate induction for  New appointees are “business design and employees is being explored which ready” in terms of knowledge, delivery reflects role diversity in the council skills and behaviours within explored Mar recognised probationary period 2019 onwards  Newly appointed managers have the confidence to quickly demonstrate timeliness, grip and informed decision making in line with Council Plan 1.7  Re-launch a simplified workforce  Workforce planning guidance currently  A modern and fit for purpose Piloted Dec TK planning tool to help services think on the intranet. To be revised and workforce. 2018 about and plan their workforce resource pack launched in line with  Directorate workforce planning is requirements using the context and priority outcomes integral to financial and business Embedded April market information to decide which roles planning 2019 onwards we will employ, develop, source as

contingent labour or in collaboration with partners. 1.8  Deliver a ‘fit for purpose’ Workforce  Strategy Officers in place and aligned to  A tailored corporate development Plan enacted TK Development Plan which responds to all Directorates to work with business plan meets the needs of the from April 2019 skills and capacity shortages and drives partners and managers to jointly identify business, is affordable and delivers onwards improved staff performance and solutions to workforce issues sustained improvements in adaptability. This will be scheduled  Consultation exercise planned to performance and behaviours annually, driven by business need and determine essential development needs  Capacity is sustained through linked to the financial planning cycle. across organisation succession planning 1.9  Create service specific career  Strategy Officers and BP’s to work with  Improved organisational capacity, Ongoing TK frameworks linked to directorate/service the business to undertake “heat a reduction in skills shortages and workforce plans which identify hard to fill mapping” of critical workforce issues/ improved opportunities for career posts and talented individuals; and critical areas requiring intervention development develop a transparent process for career and/or support; targets for succession  Staff surveys show staff feel they development planning have a clear career framework

1.10  Review process and practice, supported  System and workforce redesign projects  The council has a reputation Microsoft DN/P projects by our ICT & Digital Strategy and are driven by the WorkforcePage Strategy.48 of 78 amongst its peers and with its HR/OD Dawn Hewins – Workforce Strategy 2018-2022 Implementation Plan v 0.06. *Reference made to the Corporate Governance Improvement Plan July 2018

transformation teams to generate  Enabled New Ways of Working group partners as an innovative commences Oct B efficiencies and deliver lean services drives plans to engage and embed new workplace with a positive culture. 2018 technology  Working with Microsoft to explore barriers to embracing new ICT products and successful IT skills growth 1.11  Develop the BCC Apprentice Programme  Organisational Development team  We will work collaboratively with Apprenticeship TK to support recruitment into the working with managers, schools and partners and training providers to Programme organisation training providers within requirements of meet or exceed the government’s April 2019  Optimise the Apprenticeship levy to levy. apprenticeship requirements for support succession planning and  Additional support from LGA secured to employers  retention of employees through the use explore options Capacity is sustained through Explore of apprenticeship frameworks and  Revised contracting and procurement succession planning trailblazers standards process enables appointment of  Apprenticeship Programme from April 2019  Work with “trailblazer” groups to ensure providers recognised as “best in class” and onwards standards reflect our business needs  Apprentice Pay Policy paper to be valued by managers presented to CMT and discussed with members/trade unions 1.12  Take more control over designing,  Define and map our current workforce  The council confidently Ongoing FB choosing and supporting wider pathways profile and local demographics to participates in and achieves self to employment and providing determine areas for improved positive and external assessment and opportunities for our diverse workforce action. ( e.g. increase number of accreditation (LGA Equality and community. apprentices, develop career pathways) Assessment Framework, Timewise,  Regular forecasting and use of  Community Cohesion Strategy Disability Confident, Diversity by management and equality workforce  Council Wide Equality sub groups meets Design) to encourage employee dashboards to track gaps, trends and fortnightly to drive equality agenda participation and benchmark assess impact of actions. progress.  Assess our provision of employment and  Workforce is more representative skills under the Equality Assessment of our communities demographic Framework and agree appropriate profile actions to address gaps. 1.13  Work with colleagues/partners to  Launch a new Apprenticeship  The council is recognised as an April 2020 TK provide appropriate opportunities to Programme employer with the highest quality boost the skills of the workforce through  Review and provide online guidance to apprenticeship and graduate the use of work experience, encourage valued work placements, trainee programme. apprenticeships and graduate schemes interns and graduates  Apprenticeship targets achieved that benefit employers and individuals  Work with colleagues to support NEET,  Our duty of care is evidenced and help improve economic productivity. Care leavers, learning disabilityPage 49 of 78 through proactive and engaging HR/OD Dawn Hewins – Workforce Strategy 2018-2022 Implementation Plan v 0.06. *Reference made to the Corporate Governance Improvement Plan July 2018

employment initiatives employment initiatives.  Number of young people NEETS in the city decrease 1.14  Review our recruitment processes to  Explore options for phase 2 of Talent Link  Increased number of applicants April 2020 CW ensure we are attracting the best people to simplify the advertising process.  Reduced time taken from decision across the community and recruiting for  Expand and explore opportunities to advertise to appointment the right behaviour and value mind-set. through other internet platforms  Number of applications increase as  Market in positive and proactive (LinkedIn and Google) in order to a result of searches on internet ways, the branding of the council as maximise coverage and reputation platforms an employer and a city business

PRIORITY TWO – PERFORMANCE AND DEVELOPMENT.

Ref What are we going to do? What have we done so far or progressing? RAG How will we know we have Target Lead succeeded?

2.1  Undertake a strategic review of the  Research and engagement with sample  Reviewed performance appraisal Review Oct TK current appraisal system assessing of new starters underway in place, embedded, used 2018 “best in class” public and private  Explore options within existing Rewards purposefully and delivering examples Platform improved performance year on Launch Mar *CGIP 4.4  Working group to produce costed year. 2019 options paper  CMT to approve new appraisal system  Implementation plan - intranet guidance, templates 2.2  Deliver a development programme to  Undertake a skills analysis and agree an  Improved savings accrued from April 2019 TK enhance skills and confidence in affordable and sustainable development contracting and strategic onwards contract negotiation and a strategic programme which drives continual commissioning processes. commissioning approach. Also efficiency and improvement in strategic  Capacity builds in the wider advanced skills in negotiation and commissioning economy influencing the shape of the labour  Incorporate integrated workforce  Improved council performance in market planning, collaboration and market relation to “social value” and *CGIP 4.13 development into the workforce spend planning tool  Integrated workforce planning shapes the future market 2.3  Regular engagement with communities  Council Plan outlines commitment to  Engaging meaningfully and April 2019 JT/TK will include face to face and online genuine community engagement genuinely with communities across onwards communication about our progress  Customer Care expectations are relayed the whole of the city will become Page 50 of 78 HR/OD Dawn Hewins – Workforce Strategy 2018-2022 Implementation Plan v 0.06. *Reference made to the Corporate Governance Improvement Plan July 2018

against the corporate plan to reach to all staff through induction and part of our everyday practice citizens in all areas of the city. mandatory e-learning  Improved residents survey  Development programmes focus on  Development programme explores measures. excellent customer care, including skills delivery of Restorative Practice,  Improved service user feedback and confidence in the effective Motivational Interviewing reduced complaints and positive engagement and communication with a  Chamberlain Awards encourages and inspections from regulatory bodies diverse community recognises genuine community *CGIP 7.1 engagement 2.4  Ensure that systems and processes  Workforce intelligence is centrally  Decisions are based on accurate April 2019 CW facilitate the extraction of valid, reliable sourced and consistently reported in line and timely workforce intelligence and robust data to evaluate schemes with business planning cycle and evaluations undertaken as to and ensure investment is meeting the return on investment organisational needs *CGIP 3.5 2.5  Review our performance processes,  ICT and Digital Strategy  The workforce adopts a digital Ongoing PB/ systems and technology to ensure they  Replacing outdating systems mind-set working collaboratively WG are fit for purpose for a smaller more  Deliver greater flexibility with new with an attitude to “explore the art agile and adaptable workforce. technology of the possible” through  Create the technical foundation for innovation and creativity, working improved digital public services together in multi-disciplinary  Customer experience roll out of Office teams co-designing new public 365 services.  Traditional “off line” roles engage, contribute and operate effectively through technology 2.6  Review the current Learning  Review and procurement of LMS  An effective process and system Review and TK Management System leads to improved  Effective booking and notification system ensure staff, through a variety of options facilitation, promotion, delivery and  Developing an evaluation strategy which ways, are able to access high explored April evaluation of learning opportunities for demonstrates competency and positive calibre learning and guidance 2019 all staff change in practice and behaviour  Number of training places offered and attended is centrally monitored and reported

 Development opportunities demonstrate a change in practice and behaviours  Skills analysis of the workforce informs talent management  Staff survey results show that staff Page 51 of 78 HR/OD Dawn Hewins – Workforce Strategy 2018-2022 Implementation Plan v 0.06. *Reference made to the Corporate Governance Improvement Plan July 2018

feel valued through the ability to develop and learn 2.7  Align the council’s learning and  Review the alignment of the training  Staff will be confident and Ongoing TK development offer against statutory provision and resource across the capable to deliver a safe and requirements and emerging council to reduce duplication and compliant public service whilst development priorities which establish a corporate overview of skills improving organisational continually “stretch” the skills of the and emerging need capability and show sustained workforce to be high performing 21st appetite for development. Century Public Servants.

PRIORITY THREE – LEADERSHIP AND MANAGEMENT

Ref What we are going to do? What have we done so far or progressing? RAG How will we know we have Target Lead succeeded?

3.1  Develop and deliver a programme to  Senior officer development  Revised induction and Ongoing CMT enable ELT to have a good knowledge programme includes dedicated ELT development programme and understanding of Council development sessions on good attended constitution, standing orders and governance and new structured  External audit letter to highlight no financial regulations and a approach to strategic ELT topics with material concerns re paucity of commitment to the council’s emphasis on peer learning and officer advice on good governance corporate agenda. exchange issues *CGIP 3.1  Use of Appreciative Inquiry to highlight and share positive practice to explore collaborative solutions 3.2  Member induction and development  On-going LGA professional body and  Rolling programme of induction Ongoing KC programme offer to provide a depth peer working required to challenge and briefings of understanding of governance rules and assure the BCC governance  Structured LGA partnering and standards, including financial arrangements programme in place for all key regulations political post holders *CGIP 1.5 3.3  Enhance effective joint working  Deliver a member induction and  Effective joint working between Member TK between members and officers development programme members and officers delivers Induction May through a member and senior officer  Establish systems and network for priorities 2018 programme of governance, shared learning, communication and information sharing and peer support peer support and exchange Joint system in and peer exchange place Dec 2018

Page 52 of 78 HR/OD Dawn Hewins – Workforce Strategy 2018-2022 Implementation Plan v 0.06. *Reference made to the Corporate Governance Improvement Plan July 2018

3.4  Review the current financial standards  Financial standards revised  Service managers will Ongoing CH/ and develop the skills to “balance the  Additional coaching and mentoring operate at a higher level of TK books” through strategic planning, to be provided financial management enhanced business acumen and clear meeting budgets and understanding of the impact of prioritising and reprioritising. financial decision making. *CGIP 4.10 3.5  Deliver a new leadership and  Review outcomes of the Adult Social  Management Competency and Review current TK management development Care pilot culture change programme Behaviour Framework provides a Management programme, which enables existing  Review the current management template for role definition and Programme – and aspiring managers to manage development offer development Dec 2018 people in an effective and inclusive  Seek approval for a Management  Staff Survey results show that staff way which recognises potential and Competency and Behaviour Framework feel engaged, developed and develops autonomy, adaptability and  Review existing BRUM leader valued by their manager. Design and high performance programme against framework  Council will not operate on a commence  “Best in class” examples will provide a  Deliver a programme of blended learning blame culture basis and managers delivery of new template for role definition and which improves confidence and and officers will instead be programme Jan development capability in people and performance confident owning problems, 2019  A member and management management challenges and poor performance development programme focuses on  HR policies and procedures are clear,  The age profile of the senior Adhoc tackling avoiding making difficult accessible and understood management team has longevity Management decisions and challenging  Identified the age profile of the current  Strong culture of performance training Jan conversations. leadership team is concerning with management embedded across 2019 onwards *CGIP 2.2 regards to longevity and sustained skills the organisation where good *CGIP 2.4 and experience over the next 5-10 years. performance is recognised and Aspiring Look to develop Future Leaders celebrated and poor performance Managers is dealt with effectively. programme  Councillors and officers will be Sept 2019 confident in making difficult Future Leaders decisions and having challenging programme conversations Sept 2019

3.6  Effective communication and  Effective communication and  Directorates will no longer work in Dec 2018 SA engagement plan will support cross- engagement plan silos and activity across directorate working and cement  CMT to develop an overarching directorates will complement team-working approach rather than duplicate  Workforce Development activity will bring together staff intoPage one room53 of to 78 HR/OD Dawn Hewins – Workforce Strategy 2018-2022 Implementation Plan v 0.06. *Reference made to the Corporate Governance Improvement Plan July 2018

share practice and learning  “Forward Together” will bring champions from across the workforce to create a “rounded” resource to support engagement and communication 3.7  Focus our development activities on  Review the current management  Managers are clear of their role Competency TK increasing our leadership capability and development offer to ensure future definition and opportunities for Framework in capacity for leading employees through programmes include, reflection, development through the place Mar 2019 change and creating a culture of resilience, collaboration and business Competency and Behaviour collaborating with others, having a acumen Framework commercial focus, and creating a  Coaching and mentoring promotes peer  Staff survey results show staff resilient workforce which consistently support and skills aligned to 21st Century feel change is managed uses reflective practice Public Servant effectively and feel involved in  Reflective Practice used as a model of decisions which impact on learning them  BCC is recognised as a reputable business which others are keen to invest in and do business with 3.8  Introduce Reverse Mentoring as a  Explore options linked to the  Managers reflect and learn March 2021 TK learning tool development of a future leaders from our future leaders programme  Future Leaders are supported to develop their skills and experience

PRIORITY FOUR – ENGAGEMENT, REWARD AND WELLBEING

Ref What we are going to do? What have we done so far? RAG How will we know we have Target Lead succeeded?

4.1  Introduce a more personal touch to  Chamberlain Awards  Reward and recognition activities Revised Annual TK staff recognition and awards, looking  Award platform to include ability to send will be embedded as part of Ceremony - Dec at ways to achieve more flexibility with an online “thank you” organisational life 2018 rewards where circumstances are  Regular dedicated sessions at ELT focus  Staff report as part of the staff appropriate to do so. on organisational health survey increased visibility of senior Determine alternative *CGIP 2.7  Weekly bulletin to all staff management models – March Page 54 of 78 HR/OD Dawn Hewins – Workforce Strategy 2018-2022 Implementation Plan v 0.06. *Reference made to the Corporate Governance Improvement Plan July 2018

2019

New programme in place – Dec 2019

4.2  Deliver a programme of regular staff  Draft Communications Strategy  Improved staff survey response Dec 2018 SA feedback (pulse surveys) to measure  Workforce Strategy rate and steady increase in staff onwards staff understanding and engagement in  “Forward Together” staff engagement morale and engagement the corporate offer plan measures. *CGIP 3.2 4.3  Regular communication and  Develop an Engagement Strategy  We will be perceived by staff to be Staff TK engagement initiatives actively promote “Forward Together” (engagement an equal opportunities employer engagement and role model the set of common champions, reality check groups, vehicle and proud to say they work for the event Nov 2018 behaviours that allow us to live our to engage off line staff) council. values every day and express our sense  Revision of the current values and  Staff survey results indicate that Engagement of personal responsibility and pride in behaviours staff are aware of and live by the Champions working at Birmingham City Council.  Use Appreciative Inquiry as a council values. established – methodology of involving and engaging  Staff survey results indicate that Mar 2019 staff in highlighting positive practice and staff feel safe to fully participate in to develop collaborative solutions organisational life without fear or  Promote the Equality and Inclusion favour, and trust that they will Strategy to encourage diversity forum receive support if they ask for it. members to become engagement champions  Encourage trade union representatives to become engagement champions

4.4  Deliver an equality development  Workforce Development Plan 18-19  100% appointing managers have Equalites TK framework which develops identifies and reports on mandatory undertaken Unconscious Bias E/Learning organisational awareness of bias in order training training overview rolled to design negative bias out of all  Revision of the values and behaviours  100% of staff have undertaken out to all staff decisions related to talent from change in practice evaluated Equality and Diversity awareness Dec 2018 recruitment and selection, to appraisal  Intranet page provides guidance and  Staff survey results show the and development resources on the equality and diversity majority of staff feel valued and Unconscious agenda able to challenge unacceptable Bias training for behaviour all managers commences Jan Page 55 of 78  Equality Assessment Framework HR/OD Dawn Hewins – Workforce Strategy 2018-2022 Implementation Plan v 0.06. *Reference made to the Corporate Governance Improvement Plan July 2018

recognises BCC organisational 2019 commitment, leadership and skilled and commitment workforce Specific/ is good detailed equality modules including face to face designed and delivery commences April 2019

4.5  Increase awareness of the expected  ICT and Digital Strategy  A modern and fit for purpose Microsoft PB/ behaviours of a digital workforce,  Review current values and behaviours workforce project results TK promoting the “one council” message  Introduce a programme of Digital literacy used to inform standards training plan  Carry out a workforce audit against going forward Digital Literacy standards Jan 2019  Agree programme of learning and mentoring to support digital workforce  Exploring use of Digital Eagles Programme 4.6  Provide timely information and guidance  HR Dashboard’s provide management  Sickness absence is consistently Managing CW to enable managers to proactively review information. Check usage before moving recorded by managers and absence policy reasons for sickness absence and target to BAU sickness absence is less than 9 reviewed Dec interventions if areas of concern  Management Development Programme days per FTE per year 2018 identified to include managing sickness and Mental  Mental Wellbeing is reported as Health Awareness improving Face to face training rolled out to managers from Jan 2019 onwards

Monitoring and review of policy and guidance undertaken Apr- Aug 2019

Page 56 of 78 Workforce HR/OD Dawn Hewins – Workforce Strategy 2018-2022 Implementation Plan v 0.06. *Reference made to the Corporate Governance Improvement Plan July 2018

Development Plan informed by review Sept 2019

4.7  Support development and network  Workforce Development Plan 18-19, 19-  Staff survey results and contact Staff TK opportunities so staff relay to others 20 includes delivery of programmes to with wellbeing initiatives show engagement positive stories about our council as a recognise and support anxiety/stress and that the majority of staff are event used to supportive employer that encourages depression ambassadors for working at BCC promote confidence, diversity and wellbeing  Wellbeing initiatives are made  Sickness absence due to support on offer across our workforce. available to all staff anxiety/stress and depression is to staff Nov  The timetable of wellbeing initiatives reduced 2018 is driven by staff engagement  External assessment, peer Awareness  Specialist interest groups and trade reviews and awards positively campaign unions are invited to become endorse the council as an undertaken Mar engagement champions excellent employer 2019  External assessment and Awards Training for managers commences March 2019

4.8  Explore the use of Action Groups to  Discussing potential and researching  Staff feel empowered to find Explore CMT enable staff to develop solutions to examples of this in practice solutions to a range of problems potential- Dec problems raised by the leadership posed by the Leadership Team 2018

Pilot model – March 2019

4.9  Systematically review HR metrics relating  Equality and Inclusion Strategy data  Be perceived by staff to be an Ongoing CW to the diversity profile of employees monitoring informs Workforce Strategy equal opportunities employer and included in employee relations and  HR Dashboard’s provide management proud to say they work for the Utilised in performance management procedures. and diversity information. council. relevant learning activities from Dec 2018 onwards

4.10  Ensure up to date HR information is  HR web pages reviewed and  Managers and staff have access to Published with CW Page 57 of 78 Workforce HR/OD Dawn Hewins – Workforce Strategy 2018-2022 Implementation Plan v 0.06. *Reference made to the Corporate Governance Improvement Plan July 2018

available to staff, using a variety of reformatted; content refreshed HR advice and information Strategy Nov channels including the intranet and web  HR dashboard used to inform decision 2018 pages making Utilised in learning activities from Dec 2018 onwards

4.11  Establish framework for Employee  Wellbeing lead in place  Staff feel that the council values Mar 2019 DH Wellbeing: Development of a council  Programme of activities and support to employee wellbeing. wide Employee Well Being Strategy and be reviewed in line with Workforce programme of activities and Strategy and Engagement Plans interventions to support this 4.12  Undertake a promotional campaign to  Revision of the intranet and corporate  Staff feel that the council values Mar 2019 TK ensure staff know of and are able to induction promotes the support available employee wellbeing. access the benefits and well-being  Review the current reward platform  Staff take responsibility for their support available to them. own health and wellbeing using support available through the council and our partners  Reduction in level of staff turnover 4.13  Develop and promote employer  Brand development plan to be agreed  The council is recognised as a great Mar 2019 SA “branding” to reflect staff view of and and implemented as part of the wider place to work where employees pride in the workplace Communication Strategy have pride in their work, the  Web pages to be reviewed council and the city 4.14  Review relevant policies to actively  Developing understanding of  Staff will want to participate and Mar 2020 CW support participation as a volunteer in requirements of the games will be supported to directly and the Commonwealth Games of as many indirectly employees as possible 4.15  Consider the development of BCC Games  Developing understanding of  Increased physical activity, health Mar 2022 CMT before, during and as a legacy of the requirements of the games and wellbeing of staff Commonwealth Games

Page 58 of 78 HR/OD Dawn Hewins – Workforce Strategy 2018-2022 Implementation Plan v 0.06. *Reference made to the Corporate Governance Improvement Plan July 2018

Next Steps This Workforce Strategy sets out aspirations and a vision for our workforce and has highlighted the wide range of activity already underway and where we have made a commitment to do more. Performance will be monitored monthly through the Workforce Strategy Board and development plans reviewed annually to ensure it meets business need and continues to create and sustain an engaged and high performing workforce.

The importance of effective communication is essential to the success of the Workforce Strategy. We shall achieve this through a variety of media and consultations to reach all of our managers, staff and stakeholders. This will be a regular, open, and two-way process with close partnership working, sharing good practice and supporting innovation.

An event will be held early November to celebrate the achievements of the previous year in recognition of Chamberlain Award nominations and also provide a market place to showcase the various initiatives we invite staff to be a part of and drive forward this implementation plan. These include:  Early adopters and forward agents for Office 365 where Microsoft will explain benefits of the software available to us and how, through engagement, we plan to embed  Apprenticeship – for managers looking to recruit an apprentice or staff looking to undertake an apprenticeship qualification we will launch our new Programme and the advice and guidance and opportunities available.  Workforce Development – we will share the draft programme 18-19 and 19-20 so that colleagues are aware of how to book and what’s on offer and when.  Forward Together – we will be discussing the engagement plan and be asking to people to sign up to become an engagement champion.  Communication – we will be asking staff how they would like to be communicated with, in what way, how can we reach offline staff?  Induction – the staff survey indicated we needed to have a consistent approach to induction so we have been working with staff to revise the current induction programme and come up with a proposal – the event will provide staff with the opportunity to have their say on that proposal.  Appraisal – the staff survey indicated that we needed to improve our appraisal process so we have been working with staff to look at other examples and come up with a proposal – the event will provide staff with the opportunity to have their say on that proposal.

Page 59 of 78 HR/OD Dawn Hewins – Workforce Strategy 2018-2022 Implementation Plan v 0.06. *Reference made to the Corporate Governance Improvement Plan July 2018

Page 60 of 78

BIRMINGHAM CITY COUNCIL Item 8

PUBLIC REPORT

Report to: COUNCIL BUSINESS MANAGEMENT COMMITTEE Report of: CITY SOLICITOR Date of Meeting: 19 NOVEMBER 2018 Relevant Forward Plan Ref: N/A Subject: THE LORD MAYORALTY FORMULA

1. Purpose of report:

To remind the Committee of the present formula for the Lord Mayoralty and advise of the latest “roll forward” position for the Lord Mayoralty in 2019/20, 2020/21, 2021/22 and 2022/23.

2. Decision(s) recommended:

That it be noted that, in accordance with the formula set out in the Appendix to the report, the Groups are entitled to put forward one of their members to be the Lord Mayor as follows:

Labour 2019/2020 Labour 2020/2021 Conservative 2021/2022 Labour 2022/2023

Contact Officer: Phil Wright

Telephone no: 675 0216 e-mail address: [email protected]

The Lord Mayoralty Formula Report/Page NumberPage Page 161 of of2 78

3. Brief Summary of Report:

3.1 The Appendix to this report shows the working of the formula from May 2016 onwards. In particular, it shows the rolling forward of the formula to reflect the election of a Labour Group Member as Lord Mayor for the current year; and the strengths of the 3 Party Groups at the time of the May 2018 Annual Council Meeting. It then show the calculations for subsequent Municipal Years until the elections in 2022

3.2 Under this formula the Groups are entitled to put forward one of their members to be the Lord Mayor as follows:

Labour 2019/2020 Labour 2020/2021 Conservative 2021/2022 Labour 2022/2023.

4. Relevant background/chronology of key events:

1. The present formula was first adopted in 1993 by the former General Purposes Committee. Its purpose is to ensure that, over a period of years, the Lord Mayoralty is allocated to the various Party Groups in proportion to their numerical strength (i.e. number of Councillors) over that same period.

2. It is “rolled forward” each year, to take account of -

 the numerical strength of each of the 3 Party Groups at the date of the Annual Council Meeting. This is achieved by subtracting each Group’s proportion of Councillors (of the total of 101) from that Groups previous “score”; and

 the choice of Lord Mayor for the year in question. This is achieved by adding 1 to the “score” of the Party Group to which the Member elected as Lord Mayor belongs.

3. After rolling forward the formula as above, the Party Group with the lowest score is the Group which is entitled, according to the formula, to put forward one of its members to be the Lord Mayor for the year beginning in the following May.

4. The formula is of course no more than an informal means of allocating the Lord Mayoralty between the various Party Groups. It is not in any sense binding on the full Council. Whatever the formula may provide, a Councillor can only become Lord Mayor by being nominated and elected at the Annual Council Meeting.

5. The formula has however been followed in every year, bar two, since 1993. The two exceptions have been –

 when the Labour Group voluntarily surrendered their entitlement to the Lord Mayoralty for 1998/99 and it was taken by the Liberal Democrat Group (who had the second lowest score at the time); and

 when the nominee of the Conservative Group for 2001/02 was rejected at the Annual Council Meeting in May 2001 and instead a Liberal Democrat Group Member was elected as Lord Mayor.

List of background documents: Report to former General Purposes Committee in January 1993

The Lord Mayoralty Formula Report/Page NumberPage Page 262 of of2 78

APPENDIXItem 8

THE LORD MAYORALTY – WORKING OF FORMULA FROM MAY 2016 ONWARDS

2019/2020

LAB CON LIB DEM

May 2016 scores 0.94 0.72 1.68 Following City Council AGM ADD 1 to Con (LM for 2017/18) 0.94 1.72 1.68

SUBTRACT to reflect Group 0.67 0.24 0.08 Strengths at May 2017 May 2017 scores 0.27 1.48 1.60 Following City Council AGM ADD 1 to Lab (LM for 2018/19) 1.27 1.48 1.60

SUBTRACT to reflect Group 0.66 0.25 0.08 Strengths at May 2018 May 2018 scores 0.61 1.23 1.52 Following City Council AGM

The Labour Group is therefore entitled, under the formula, to the Lord Mayoralty for 2019/20.

2020/2021

LAB CON LIB DEM

May 2018 scores 0.61 1.23 1.52 Following City Council AGM ADD 1 to Lab (LM for 2019/20) 1.61 1.23 1.52

SUBTRACT to reflect Group 0.66 0.25 0.08 Strengths at May 2019 May 2019 scores 0.95 0.98 1.44 Following City Council AGM

The Labour Group is therefore entitled, under the formula, to the Lord Mayoralty for 2020/2021.

Lord Mayoralty Formula Apppendix Page 63 of 78 2021/2022

LAB CON LIB DEM

May 2019 scores 0.95 0.98 1.44 Following City Council AGM ADD 1 to Lab (LM for 2020/21) 1.95 0.98 1.44

SUBTRACT to reflect Group 0.66 0.25 0.08 Strengths at May 2020 May 2020 scores 1.29 0.73 1.36 Following City Council AGM

The Conservative Group is therefore entitled, under the formula, to the Lord Mayoralty for 2021/22.

2022/2023

LAB CON LIB DEM

May 2020 scores 1.29 0.73 1.36 Following City Council AGM ADD 1 to Con (LM for 2021/22) 1.29 1.73 1.36

SUBTRACT to reflect Group 0.66 0.25 0.08 Strengths at May 2021 May 2021 scores 0.63 1.48 1.28 Following City Council AGM

The Labour Group is therefore entitled, under the formula, to the Lord Mayoralty for 2022/23.

Notes:

Under the formula, it is the Group with the lowest score in May which is entitled to the Lord Mayoralty for the year beginning in the following May.

Lord Mayoralty Formula Apppendix Page 64 of 78 Item 9

CITY COUNCIL FORWARD PLAN 2018/19 – November 2018

To include:  Policy framework plans  Executive and Scrutiny reports  Appointments  City Council Resolutions Tracker (Appendix 1)

CBM City Council 25 June 2018 Recommendation to amend the Members’ Allowance 10 July 2018 Amendments to the Members’ Allowance Scheme Scheme Petitions Update Scrutiny Annual Report 2017/18 28 August Recommendation to appoint co‐opted members – 11 September Section 24 Auditors Report in relation to the Council’s 2018 Independent Remuneration Panel (Contact: Emma 2018 2017/18 accounts (Contact: Martin Stevens, Head Of Williamson, Head of Scrutiny Services) City Finance Accounts) Overseas Travel and Inward Delegations From Abroad Bordesley Park Area Action Plan – proposed submission to the Secretary of State Petitions Update Overview and Scrutiny: Sustainability & Transport O&S Committee – Flooding: Issues arising from May 2018 Discontinuing paper agendas (Contact: Rose Kiely, Group O&S Manager) 22 October Overseas Travel and Inward Delegations From Abroad 6 November Sustainability and Transformation Plan (contact: Suman 2018 2018 McCartney) 19 November Lord Mayoralty Formula (for next three years) 4 December Policy Framework: Community Cohesion Strategy 2018 2018 (subject to agreement at Cabinet) (contact: Suwinder Bains, Partnership Manager) Women and Democracy report (contact: Amerdip Kaur, Senior Policy Officer to the CEX) 17 December Petitions Update 15 January 2019 Review of Birmingham's Council Tax Support Scheme 2018 2018/19 (contact: David Kinnair, Head of Benefits) City of Sanctuary Policy Statement (subject to agreement at Cabinet)

1 09/11/2018

Page 65 of 78 CBM City Council Gambling Act 2005 – Statement of Licensing Principles (contact: Shawn Woodcock, Licencing Operations Manager) Report on Impact of Brexit (title to be confirmed) (contact: Lloyd Broad, Head of European and International Affairs and Interim Head of Employment and Skills) 21 January Overseas Travel and Inward Delegations From Abroad 5 February 2019 West Midlands Combined Authority – The Second 2019 Devolution Deal Progress Update (contact: Tony Smith, Policy Executive) 11 February Provisional City Council and CBM dates for 2019/20 26 February Council Plan and Budget 2019+ including pay policy 2019 2019 statement

18 March Annual Report of the Independent Remuneration Panel 2 April 2019 Annual Report of the Independent Remuneration Panel 2019 (Contact: Emma Williamson, Head of Scrutiny Services) (to be confirmed)

Annual Standards Committee Report (Contact: Rob Connelly, Interim Assistant Director, Governance)

Petitions Update

7 May 2019 Proportionality 21 May 2019 Annual General Meeting City Council Appointments  Election of Lord Mayor Annual Review of the City Council’s Constitution  Annual appointments Overseas Travel and Inward Delegations From Abroad  Annual review of the Constitution (tbc) May Appointment of Sub‐Committee and Other Bodies ‐ (tbc) June 2019 2019 Personnel Appeals Committee

Order of Notices of Motion at City Council

Four Yearly or ad‐hoc items: Items to be scheduled / proposed: Appointment to the Roll of Honorary Alderman Waste Strategy – 2019 Appointment of the Leader Review of the Constitution

2 09/11/2018

Page 66 of 78 Appendix 1: City Council Resolutions – Tracker

Ref Date Summary of Council Resolution Lead Cabinet Member Update no / officer 1b 12 June 2018 Motion for Debate: council would support school Cabinet Member, Council Officers are undertaking work looking at expansion where it meets the requirement for Education, Skills & the existing school estate, and assessing provision additional places; and calls for re‐direction of Culture / Anne against future demand/need. This is very much a government funding for emotional, mental health Ainsworth, Corporate work in progress but will underpin a new school and special educational needs support for those Director, Children’s estate approach, linked to the Council’s developing who need it most Services Property Strategy.

The High Needs Block that provides funding for students with SEND is under severe pressure nationally and the Council is working with the Schools Forum to understand how the limited funding available can be better used to support children with SEND. However, the funding is not matching rising demand.

Work is also underway to assess what places are required to respond to the specific needs of children, and rising demand for support related to Social, Emotional and Mental health and Autism.

Officers will be returning to Scrutiny in September with details of sufficiency planning. [August update]

3 09/11/2018

Page 67 of 78 Ref Date Summary of Council Resolution Lead Cabinet Member Update no / officer 1c 12 June 2018 Motion for Debate: Cabinet Member, The Section 19 report will develop as responses to response to flooding including Transport & the questionnaire1 are received and any mitigation  an investigation into the flooding under Environment / actions to prevent further flooding will be taken or Section 19 of the Flood and Water Waheed Nazir, progressed as necessary as information becomes Management Act 2010; Corporate Director, available. It is likely (given previous examples) that Economy (Kevin Hicks) the final version of the Section 19 report relating  and Overview and Scrutiny to carry out a to this incident will be available by Spring 2019 complementary investigation into the Sustainability & [August update] flood of May 2018 and to return to City Transport O&S Council Committee /Emma COMPLETED: Sustainability & Transport O&S Williamson, Head of Committee held evidence gathering in July 2018 Scrutiny Services and report to City Council presented September 2018. [October update]

1d 12 June 2018 Motion for Debate: calls on the government to Cabinet Member, Discussed at Learning, Culture & Physical Activity amend the EBacc to include at least one arts and Education, Skills & O&S on 25 July. Further paper to be brought to creative subject; asks the Learning, Culture and Culture / Anne Scrutiny Committee later in the year, with more Physical Activity Overview and Scrutiny Committee Ainsworth, Corporate subject analysis related to non‐EBACC subjects. to investigate the potential contribution of Director, Children’s [August update] technical and vocational education at this stage of Services learning

1 A key element in the production of the Section 19 report is to send questionnaires to locations where flooding might have occurred. Over 1800 properties have been identified to receive questionnaires regarding whether flooding occurred at to the property on 27th May. This figure is significantly above the number of properties known to have flooded as the process of identifying potential flooding locations involves seeking information from properties immediately around those known flooded locations. Currently over 1700 properties have been contacted to obtain information from the property owners, tenants, etc.

Where potential mitigation measures are being identified in the collection of this information we are seeking to deliver “quick wins” and immediate works as the issues are identified. As an example, on the River Cole working in partnership with The Environment Agency the river has been cleared of debris, in addition to cutting back overhanging vegetation and removing significant obstruction which could impede flows. These actions were mobilised 3 weeks ago.

4 09/11/2018

Page 68 of 78 Ref Date Summary of Council Resolution Lead Cabinet Member Update no / officer 2b 10 July 2018 Motion for Debate: resolves to help food banks Cabinet Member for A meeting will take on 5th December with food across the city highlight the growing concerns and Social Inclusion, providers to discuss the top 5 drivers for the use of calls on the Government to recognise that it has a Community Safety and food banks. moral and practical duty to protect people from Equality / Jacqui poverty and to provide a safety net… the council Kennedy, Corporate A pilot will take place providing advice at food calls upon the Government to provide local Director, Place banks to test and learn this approach [November government with the resources to deal with this update] crisis 2c 10 July 2018 Motion for Debate: a working group to review, Cabinet Member for Benchmarking with other Local Authorities and identify and address issues they face and help Finance and Resources Public Sector organisations has taken place. A make Birmingham City Council an exemplar parent / Dawn Hewins, review of all family friendly policies is being carried friendly employer, including reviewing staff Director of HR out and a cost benefit analysis to establish the parental leave policy. This review should explore potential costs and budget pressure that will be bringing maternity pay (including shared parental incurred in increasing maternity/shared parental leave) at least into line with the 6 months full pay leave benefits. An options appraisal is being now offered to non‐SRA councillors and be discussed with members. completed in time for the 2018/19 budget process. Completion: Spring 2019 [November update] 3c 11 September That the City Council approves the Bordesley Park Leader / Waheed Submission to be made on 9th November 2018 Area Action Plan and accompanying Sustainability Nazir, Corporate [November update] Appraisal and Consultation Statement for Director Economy submission to the Secretary of State for Housing, Communities and Local Government in accordance with this report.

5 09/11/2018

Page 69 of 78 Ref Date Summary of Council Resolution Lead Cabinet Member Update no / officer 3e 11 September Motion for Debate: calls for action at a city level so Chair, Sustainability 2018 Birmingham makes a significant contribution to and Transport O&S Scrutiny: Inquiry into plastic free city scheduled for reducing disposal of plastics and cleaning up the Committee / Emma January and February 2019, report to Council environment / calls on the Executive to ask the Williamson, Head of proposed April 2019. [October update] Transport and Sustainability Overview and Scrutiny Scrutiny Services Committee to explore the opportunities and the options available to the City so it can become a Cabinet Member Plastic Free City / asks the Executive to write to the Clean Streets, Waste Secretary of State for Environment, Food and Rural and Recycling / Jacqui Affairs urging him to bring the United Kingdom into Kennedy, Corporate line with the European Union's 2030 target for Director Place phasing out single use plastics / commits to working with partners within the Combined Authority to develop a complimentary regional strategy on this issue to ensure greater collaboration and to leverage more support from Government for innovative schemes to help support the Government’s own strategy to reduce plastic pollution 4a 06 November That the City Council: ‐‐ 2018 - notes the draft Birmingham and Solihull Transformation Partnership Plan; - welcomes the opportunity to shape the plan and the wider engagement within our communities; and - notes that a final document reflecting feedback will be submitted for approval to the STP Board in April 2019.

6 09/11/2018

Page 70 of 78 Ref Date Summary of Council Resolution Lead Cabinet Member Update no / officer 4b 06 November This Council welcomes the Government Cabinet Member Revised action plan scheduled for Scrutiny in 2018 announcement of a new campaign to tackle Health and Social Care February 2019. Mental Health – Every Mind Matters / therefore / Becky Pollard, calls on the Executive to: Interim Director of - Update local plans to reflect new opportunities Public Health arising from recent Government policy announcements - Bring the area action plan back to full Council for formal adoption and debate - Once adopted, ask Scrutiny to track progress against the Action Plan, reporting back to Full Council if the committee believes it necessary to update. 4c 06 November Council notes with concern the continuing and Leader 2018 growing confusion surrounding the Brexit talks and their impact on business, training and research in the West Midlands.

The Council resolves that the Leader of the Council will write within seven days to all the Members of Parliament in the City, the Members of the European Parliament for this region and to the Mayor of the West Midlands to make the Council’s position clear. 4d 06 November The Council notes the UK Government's ‐ ‐ 2018 commitment to the delivery of the UN Sustainable Development Goals (SDGs) and the 2030 Agenda for Sustainable Development

7 09/11/2018

Page 71 of 78

Page 72 of 78

BIRMINGHAM CITY COUNCIL

CITY COUNCIL Item 10

Tuesday, 4 December 2018 at 1400 hours in The Council Chamber, Council House, Birmingham

A G E N D A

1 NOTICE OF RECORDING

Lord Mayor to advise that this meeting will be webcast for live or subsequent broadcast via the Council’s Internet site (www.civico.net/birmingham) and that members of the press/public may record and take photographs except where there are confidential or exempt items.

2 DECLARATION OF INTERESTS

Attached 3 MINUTES

To confirm and authorise the signing of the Minutes of the meeting of the Council held on 6 November 2018.

4 LORD MAYOR'S ANNOUNCEMENTS

(1400-1410)

To receive the Lord Mayor's announcements and such communications as the Lord Mayor may wish to place before the Council.

5 PETITIONS

(15 minutes allocated) (1410-1425)

To receive and deal with petitions in accordance with Standing Order 9.

As agreed by Council Business Management Committee a schedule of outstanding petitions is available electronically with the published papers for the meeting and can be viewed or downloaded.

6 QUESTION TIME

(90 minutes allocated) (1425-1555)

To deal with oral questions in accordance with Standing Order 10.3

1 Page 73 of 78 A. Questions from Members of the Public to any Cabinet Member or Ward Forum Chairman (20 minutes)

B. Questions from any Councillor to a Committee Chairman or Lead Member of a Joint Board (20 minutes)

C. Questions from Councillors other than Cabinet Members to a Cabinet Member (25 minutes)

D. Questions from Councillors other than Cabinet Members to the Leader or Deputy Leader (25 minutes)

7 APPOINTMENTS BY THE COUNCIL

(5 minutes allocated) (1555-1600)

To make appointments to, or removals from, committees, outside bodies or other offices which fall to be determined by the Council.

8 EXEMPTION FROM STANDING ORDERS

Councillor Martin Straker Welds to move an exemption from Standing Orders.

Attached 9 AMENDMENT TO THE CONSTITUTION IN RELATION TO PROPERTY

(5 minutes allocated) (1600-1605)

To consider a report of Council Business Management Committee.

The Deputy Leader Councillor Brigid Jones to move the following Motion:

“.“

Attached 10 COMMUNITY COHESION STRATEGY

(35 minutes allocated) (1605-1640)

To consider a report of Cabinet Member for Social Inclusion, Community Safety and Equality.

Councillor Tristan Chatfield to move the following Motion:

“.“

(break 1640 -1710)

Attached 11 WOMEN AND DEMOCRACY

(35 minutes allocated) (1710-1745)

To consider a report of the Deputy Leader.

The Deputy Leader Councillor Brigid Jones to move the following Motion: 2 Page 74 of 78

“.“

Attached 12 MOTIONS FOR DEBATE FROM INDIVIDUAL MEMBERS

(90 minutes allocated) (1745-1915)

To consider the attached Motions of which notice has been given in accordance with Standing Order 4(i).

3 Page 75 of 78

Page 76 of 78 Item 11A BIRMINGHAM CITY COUNCIL PUBLIC REPORT

Report to: COUNCIL BUSINESS MANAGEMENT COMMITTEE Report of: CITY SOLICITOR Date of Decision: 19 November 2018 SUBJECT: DISPENSATION FOR NON-ATTENDANCE OF A COUNCILLOR AT COUNCIL MEETINGS Ward: NA

1. Purpose of report:

1.1 This report provides details of a recommendation that the Council approve a period of absence from meetings by a Councillor pursuant to section 85 of the Local Government Act 1972.

2. Decisions Recommended :

That Council Business Management Committee:

2.1 Notes Councillor Safia Akhtar has been unable to attend meetings since 19/07/18 due to pregnancy related sickness.

2.2 On behalf of the Council, this Committee wishes Councillor Safia Akhtar well in her pregnancy.

2.3 Notes the non-attendance of Councillor Safia Akhtar at Council meetings from 19 July 2018 until 19 January 2019 due to illness during pregnancy, and thereafter maternity leave in accordance with the Members Allowance Scheme and pursuant to S85 Local Government Act 1072.

2.4 Approves the Chief Executive writing to Councillor Safia Akhtar as soon as possible, confirming the approval of this committee.

Lead Contact Officer(s): Kate Charlton City Solicitor

Telephone No: 0121 464 1172

E-mail address: [email protected]

PagePage 77 1 ofof 2 78

3. Relevant background:

3.1 Section 85(i) of the Local Government Act 1972 states “if a member of a Local Authority fails throughout a period of six consecutive months from the date of his last attendance to attend any meeting of the Authority, he shall unless the failure was due to some reason approved by the Authority before the expiry of that period cease to be a Member of the Council.

3.2 Attendance in an official capacity at a meeting of a committee or sub-committee of the Council or at any meeting of a joint committee or other such body discharging functions of the Council or at any meeting as a representative of the Council is deemed to be a ‘meeting of the Council’.

3.3 If after six months from the date of a member’s last attendance to attend any meeting, the Council has not approved the absence then the member as a result of the operation of law ceases to be a member of the Council from that date. The six months runs from the date of the member’s last attendance and approval must be given within that six month period.

3.4 Once approval has been given and it can be for no more than 6 months prospectively or retrospectively or a combination of both – this statutory six months period begins to run from the end of the period for which approval has been given.

3.5 Councillor Safia Akhtar has not been able to attend council meetings since 19/07/18 due to pregnancy related sickness. Councillor Akhtar will be starting her maternity leave as of 01/12/18. The City Solicitor has been advised that Councillor Safia Akhtar is expected to be absent for at least six months.

3.6 As Councillor Akhtar is likely to remain absent from the Council beyond 19 January 2019 (due to maternity leave), the need for a further dispensation will arise from that date. For the avoidance of doubt, if Councillor Akhtar fails to attend any meeting of the Council after 19 January 2019, she would automatically be disqualified as a Councillor under the statutory provision contained in the Local Government Act 1972 (Section 85(1)) unless the Council passes a further dispensation resolution before that date.

3.7 It is advised that a further report requesting dispensation is likely to be presented to CBM the month before expiry of the six month period i,e, before 19 January 2019.

Signatures of approval to submit the report to Committee:

Kate Charlton – City Solicitor:

Dated:

PagePage 78 2 ofof 2 78